The Role of Servant Leadership, Job Satisfaction, and Performance of Regional Hospital Employees

Abstract

A social organization focusing on service will continue interacting with its human members. Hospitals, as organizations specializing in health services, are faced with continuous demands to improve the quality of their services. Based on the statement above, this research aims to describe servant Leadership, job satisfaction, and employee performance. The research sample was civil servants in the Regional General Hospital who represented the respondents. To obtain a minimum sample size from the existing population, the Slovin formula was used, and the number taken was 139. The findings of this research can be a guide for researchers who are interested in similar or related fields. Data analysis techniques using descriptive analysis aim to explain each characteristic or description of the observed variables: servant Leadership, job satisfaction, and employee performance. The analysis technique applied is descriptive statistics, using frequency distribution table analysis. This approach helps provide a detailed description of each variable and its indicators. Servant Leadership in this research was determined successively by persuasive mapping, organizational stewardship, altruistic calling, wisdom, and emotional healing. Persuasive mapping is reflected in Leadership's ability to solve every problem. Job satisfaction is determined by supervision, coworkers, the job, promotion, and salary. Supervision is reflected in superiors often providing both technical and behavioral support. Organizational commitment. It is determined respectively by affective, normative, and sustainable commitment. Theoretically, the results of this research are expected to enrich human resource management literature, particularly human behavior regarding servant Leadership and job satisfaction.