Abstract:
ABSTRACT
The study examined the effect of servant leadership on socially responsible
behaviour among workers in oil marketing companies [OMCs] and controlled
for the mediating effect of perceived CSR as well as the moderating effect of
ethical climate. The study targeted OMCs in the Accra metropolis of Ghana
which had an estimated population of 700 workers. The study adopted an
explanatory research design owing to the cause-and-effect relationships the
study sought to examine through structural equation modelling. A quantitative
research approach was adopted. A structured questionnaire was used to collect
the primary data. The convenience sampling technique was used to select the
216 participants that were surveyed. The path analysis proves servant
leadership accounts for a moderate improvement in the state of socially
responsible behaviour among workers in the OMCs. Servant leadership
accounts for a weak improvement in the state of perceived CSR among
workers in the OMCs. Furthermore, perceived CSR accounts for a moderate
improvement in the state of socially responsible behaviour among workers in
the OMCs. Perceived CSR partially mediates significantly and in a positive
manner, the predictive relationship between servant leadership and socially
responsible behaviour but ethical climate fails to significantly moderate such
relation. Management of OMC should inculcate among their managerial
leadership style the conceptualized servant leadership modelled in this context
of study if the essence is to significantly influence employees to demonstrate
socially responsible behaviour at their workplace to ensure efficient delivery
of their assigned duties to promote excellence service delivery
