LASU Journal of Employment Relations and Human Resource Management
(LJERHRM)
ISSN: 2705-3482
Volume 5, No. 2, 2025
Pages 143-168
DOI: 10.36108/ljerhrm/5202.50.0290
Servant Leadership and Employee Involvement as Predictors of Organisational Citizenship Behaviour: Evidence from Selected Food and Beverage Firms in Ogun State, Nigeria
Michael Olanipekun, AREMO
Department of Industrial Relations and Human Resource Management,, Lagos State University, Ojo, Nigeria
Hammed Omotola, OJODU
Department of Business Administration, Lagos State University of Science and Technology,
Ikorodu, Lagos, Nigeria
Lateef Okikiola, OLANIPEKUN
Department of Human Resource Management,
Accra Institute of Technology Business School,, Accra Institute of Technology, Accra, Ghana
Dominic, OSEI-BOAKYE
Registrar, Accra Institute of Technology, Accra, Ghana
Abstract
In an increasingly competitive business environment, understanding the factors that promote positive workplace behaviour has become essential for organisational effectiveness. In spite of this, many firms in the 21st century still face issues of low employee commitment, limited initiative, and weak discretionary efforts. From the foregoing arguments, this study investigated servant leadership and employee involvement as predictors of organisational citizenship behaviour with evidence from selected food and beverage firms in Ogun State, Nigeria. The study was anchored on the Social Exchange Theory and the Servant Leadership Model. The study employed a quantitative research design, using a structured questionnaire administered to one hundred and seventy (170) employees across three major food and beverage firms namely West African Soy Industries Limited, Grand Cereals and Royal Tastee Foods in Ogun State. Findings indicated that servant leadership positively affected employee involvement with (r2 894 p= 0.000<0.05). Employees who feel supported and involved are more likely to display behaviour that enhance organisational performance. Result further indicated that a strong and positive relationship was found between employee involvement and organisational citizenship behaviour with (0.802: p= 0.000<0.05). In addition, findings indicated that employee involvement has significant relationship with organisational citizenship with (0.817: p= 0.000<0.05). It is concluded that servant leadership strengthens employee attachment and encourages proactive conduct. However, it was recommended that management should establish inclusive platforms for employees to share ideas, contribute to planning, and participate in problem-solving as a way of boosting their performance.
Keywords: Consumers, Employee involvement, Nigeria, Organisational citizenship behaviour, Servant leadership styles