Balancing Sustainability Organizational: The Role of Servant Leadership and Innovativeness Through Organizational Culture and Corporate Social Responsibility

Abstract

This study aims to examine the direct and indirect effect of servant leadership on Corporate Social Responsibility (CSR) and the effect of servant leadership on Innovativeness. This study is a survey study with 210 respondents of retail business employees in Yogyakarta, Indonesia. This research is classified as a basic research category with empirical evidence that is cross-sectional, and studies the development of interactions between leaders and followers. This type of research data is primary data using questionnaires. The sampling technique in this study uses purposive sampling, employees have worked for at least 1 year. Hypothesis testing in this study uses Path Analysis. The results of this study are that part of the hypothesis is accepted and partly not accepted. The results of the studies received are as follows: (1) Servant Leadership had a positive effect on CSR, (2) Servant Leadership had a positive effect on Innovativeness (3) Servant Leadership had a positive effect on Organizational Culture (4) Organizational culture mediated the effect of servant leadership on CSR, (5) CSR mediated the effect of servant leadership on Innovativeness. Meanwhile, research results that are not accepted or have no effect are as follows: Organizational Culture do not effect on CSR and CSR do not effect on Innovativeness.

Keywords

• servant leadership
• corporate social responsibility
• innovativeness
• organizational culture