Effect of Servant Leadership on Team Performance with the mediating role of collaborative culture

Drawing on the theory of social learning, this research investigates the processes underlying the linkages between servant leadership and team performance from team level perspective, focusing on the mediating role of collaborative culture and knowledge sharing. Specifically we compared and tested two distinct mediating mechanisms: collaborative culture and knowledge sharing which have received less attention in servant leadership ― team performance relationship. Survey Data was collected from 296 employees representing 72 project teams. PLS-SEM in Smart PLS was used for testing the hypothesized relationship. The mediation results suggest that collaborative culture and knowledge sharing mediated the servant leadership ― team performance relationship. The analysis showed that collaborative culture was the indicator with more explanatory strength. The research has implications for theory and practice both. On one side, this study adds to the theory of servant leadership as how it effect teams through collaborative culture and knowledge sharing and on the other hand, project managers can use this framework for improving the team performance.