Leadership Styles and Sustainable Performance: The Mediating Role of Extra Role Behavior and Human Capital in Pakistani SMEs
DOI:
https://doi.org/10.58932/MULE0053Keywords:
Extra-Role Behavior, Human Capital, Servant Leadership, Spiritual Leadership, Sustainable PerformanceAbstract
This study explores the influence of different styles of leadership, specifically servant leadership and spiritual leadership, on sustainable performance in the setting of small and medium-sized enterprises (SMEs) in Pakistan. Through this research, the researchers want to achieve a thorough grasp of how these leadership styles influence sustainable performance, including human capital and extra-role behavior. A total sample size of 503 participants from different SMEs was used to gather data, employing a purposive sampling technique. Data was analyzed using smart PLS. The findings of the study indicate that both servant and spiritual leadership have a positive and significant impact on sustainable performance. The mediating roles of human capital and extra-role behavior were also found to be significant, highlighting their importance in the overall leadership-performance dynamic. It offers practical understandings for leaders and policymakers on how to harness the potential of servant and spiritual leadership to achieve sustainability. This study contributes to testing effects of leadership styles and mediators on sustainable performance in the context of Pakistani SMEs. There were certain limitations of the study e.g. data was cross sectional and only golden triangle was targeted for data collection, which can be addressed in the future.
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