Causal Model of the Relationship Between Servant Leadership Characteristics and Perceived Social Support: the Mediating Role of Emotional Energy and Cognitive Flexibility

Abstract
This research was conducted with the aim of investigating the effect of servant leadership characteristics on perceived social support, emphasizing the mediating role of emotional energy and cognitive flexibility. The current research is a structural equation model in terms of applied purpose and in terms of descriptive-correlation data collection. The statistical population of this research was 17933 non-faculty employees of Tehran University of Medical Sciences. For sampling, the available sampling method was used and the final sample size according to Cochran's formula was 403 people. To collect the research data, the standard questionnaires of Patterson's servant leadership, Zimet's perceived social support, emotional energy of Van Katwyk and cognitive flexibility of Dennis and Vander Wal were used. Their validity and reliability were confirmed. SPSS and SmartPLS softwares were used for data analysis. The findings of the research showed that there is a positive and meaningful relationship between servant leadership characteristics and perceived social support, and cognitive flexibility plays a mediating role in this relationship. But the role of emotional energy in the relationship between servant leadership characteristics and perceived social support was not confirmed as a mediator. Based on the results, servant leadership characteristics have a positive effect on perceived social support, emotional energy and cognitive flexibility of employees. Therefore, it is suggested that managers consider the characteristics of servant leadership in order to serve employees and Increase their motivation and performance with different methods.
Introduction
In the 21st century, organizations have faced many changes, including the rapid development of technology, pervasive competition, entering the global market, changes in demand, and changing attitudes of customers and employees. Organizations are trying to provide an environment where employees not only have job satisfaction, but also actively participate in organizational activities and goals and display behaviors beyond their primary duties. Various factors are effective in creating such job behaviors in the organizational environment. According to the results of some researches, a very important factor that can lead to the occurrence of this type of occupational behavior is the role of the organization's leaders. The success of organizations depends on the presence of leaders who, with foresight, determine the vision of the organization and guide and encourage their employees to achieve it and create transformation. One of the new approaches in the field of leadership is servant leadership, which can positively affect the talent recruitment process.
Case study
The statistical population of this research was the non-faculty employees of Tehran University of Medical Sciences, including the employees of the central headquarters, all faculties, hospitals and research institutes under the university, numbering 17933 people. For sampling, the available sampling method was used and the final sample size was considered to be 403 people according to Cochran's formula.
Materials and Methods
The current research is a structural equation model in terms of applied purpose and in terms of descriptive-correlation data collection. To collect the research data, the standard questionnaires of Patterson's servant leadership (2003), Zimet's perceived social support (1988), emotional energy of Van Katwyk (2000) and cognitive flexibility of Dennis and Vander Wal (2010) were used. Their validity and reliability were confirmed. The data obtained from the questionnaires were analyzed with SPSS and SmartPLS softwares.
Discussion and Results
The findings of the research showed that there is a positive and meaningful relationship between servant leadership characteristics and perceived social support, and cognitive flexibility plays a mediating role in this relationship. But the role of emotional energy in the relationship between servant leadership characteristics and perceived social support was not confirmed as a mediator. Based on the results, servant leadership characteristics have a positive effect on perceived social support, emotional energy and cognitive flexibility of employees.
Conclusion
Considering the positive effects of servant leadership on the perceived social support, emotional energy and cognitive flexibility of employees, and in order to increase these positive effects, it is suggested that managers consider the characteristics of servant leadership in order to serve employees and increase their motivation and performance in various ways. Also, the managers of the organization should take measures to support their employees so as to increase the sense of belonging, sense of duty and perceived social support of the employees. Finally, considering the need to remove obstacles and move towards the improvement of human resources, it is suggested to hold training workshops in the organization in order to provide the basis for increasing the qualities of servant leadership in managers.