A study by Rifqi Faizal Rahman and Agi Syarif Hidayat from Universitas Swadaya Gunung Jati reveals that servant leadership and job satisfaction significantly encourage employees to contribute beyond their formal job responsibilities. The research, published in 2026 in the Indonesian Journal of Business Analytics, examined employees at TOYOTA Auto2000 Cirebon and highlights the importance of leadership style and workplace satisfaction in improving organizational performance.
In the highly competitive automotive service industry, companies rely heavily on employees who are willing to go beyond their formal duties. These voluntary actions—such as helping coworkers, maintaining teamwork, and actively supporting organizational activities—are known as Organizational Citizenship Behavior (OCB). Although these behaviors are not formally required or directly rewarded, they play a crucial role in improving service quality and organizational effectiveness.
Research Method
The study used a quantitative approach involving 109 employees of TOYOTA Auto2000 Cirebon, selected from a population of 150 employees using the Slovin sampling formula. Data were collected through a five-point Likert-scale questionnaire and analyzed using multiple linear regression with SPSS software.
Respondent characteristics showed several notable trends:
- 89.9% male and 10.1% female respondents
- 66.1% had a high school education, while 33% held a bachelor’s degree
- 78.9% were married
- 54.1% had 1–5 years of work experience
- The largest group of respondents worked in the aftersales division (57.8%)
The research instruments were confirmed to be valid and reliable, ensuring that the data were appropriate for statistical analysis.
Key Findings
The statistical analysis revealed several important results:
- Servant leadership has a positive and significant effect on Organizational Citizenship Behavior.
- Job satisfaction also has a positive and significant effect on Organizational Citizenship Behavior.
- Both variables together explain 60.1% of the variation in employees’ Organizational Citizenship Behavior.
The regression results indicate that improvements in leadership practices that prioritize service and employee well-being are associated with higher levels of voluntary employee contributions within the organization.
Why Servant Leadership Matters
Servant leadership emphasizes leaders who prioritize the needs of their team members rather than their own personal interests. This leadership approach promotes empathy, empowerment, trust, and humility. When employees feel supported and valued by their leaders, they are more likely to respond with positive workplace behaviors that benefit the organization.
At Auto2000 Cirebon, this leadership style helps create a collaborative work environment where employees are motivated to assist colleagues, maintain positive relationships, and deliver high-quality customer service.
Implications for Organizations
The study highlights several practical implications for businesses and organizations:
- Service-oriented leadership can strengthen teamwork and organizational culture.
- Employee job satisfaction plays a crucial role in encouraging voluntary contributions at work.
- Companies that prioritize supportive leadership and employee well-being are more likely to improve organizational performance and service quality.
According to Agi Syarif Hidayat from Universitas Swadaya Gunung Jati, leadership that focuses on serving employees and meeting their professional needs can become a strategic approach to encouraging employees to contribute beyond their formal roles.
Author Profiles
- Rifqi Faizal Rahman – Universitas Swadaya Gunung Jati.
- Agi Syarif Hidayat – Universitas Swadaya Gunung Jati
Research Source
Rahman, R. F., & Hidayat, A. S. (2026). “The Effect of Servant Leadership and Job Satisfaction on Organizational Citizenship Behavior in TOYOTA Auto2000 Cirebon Employees.”
Indonesian Journal of Business Analytics, Vol. 6 No. 1, pp. 185–196.
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