How Servant Leadership and Organizational Justice Translate into Performance: Evidence from a Value-Fit Perspective

Andrean Young Lo; Lianto Lianto; Deasy Rinayanti  Pelealu

doi:10.47616/jamrems.v6i4.683

Authors

Andrean Young Lo Widya Dharma University, Pontianak, Indonesia
Lianto Widya Dharma University, Pontianak, Indonesia
Deasy Rinayanti Pelealu Widya Dharma University, Pontianak, Indonesia

DOI:

https://doi.org/10.47616/jamrems.v6i4.683

Keywords:

Servant Leadership, Organizational Justice, Person–Organization Fit, Employee Performance, PLS-SEM, Indonesia

Abstract

Employee performance remains a critical determinant of organizational sustainability, particularly in labor-intensive industries operating in emerging economies. This study investigates the effects of servant leadership and organizational justice on employee performance, with person–organization fit (P–O fit) serving as a mediating mechanism. Using survey data collected from employees of a distribution company in Indonesia, this research applies Partial Least Squares Structural Equation Modeling (PLS-SEM) with WarpPLS 8.0. The results reveal that servant leadership has a strong and significant direct effect on employee performance, while organizational justice primarily influences performance indirectly through P–O fit. The mediation analysis confirms that value congruence between employees and the organization plays a pivotal role in translating leadership behavior and fairness perceptions into performance outcomes. This study contributes to leadership and organizational behavior literature by integrating leadership, justice, and fit perspectives within an emerging-economy context. Practical implications for leadership development and fairness-based human resource practices are discussed.

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