ISSN 2086-5953 characteristics a. job complexity,
b. Information
processing, c.
Problem solving, d. skill variety and e. Specialization
Hypotheses 3: Leader intention to serve was positively
influence to
the knowledge characteristics a. job
complexity, b.
Information processing, c. Problem solving, d.
skill variety and e. Specialization
2.3 Cross Culture Analysis
Since the early 1990s, servant leadership has grown as a discrete area of leadership studies,
particularly in the North American and European contexts. While this if valuable, to date, little has
been done to study the value and applicability of servant leadership in the eastern context, from
individualist to collectivist cultures Smith Hume, 2005. There is an increase of interest in
literatures now days. For example, studies conducted by Singhapkadi et al. 1999 found
significant differences in moral philosophy across national cultures, especially between South African
and American counterparts, and Thai people and Americans. Otherwise, Attia et al.1999 founds
that Middle Eastern peoples are be more idealistic than American one, Korean managers had higher
idealism than Americans Lee Sirgy, 1999. Moreover, Davis et al. 1988 found that Indonesian
students were highest relativists than American students. Whereas, Chinese is rely on less
―idealistic‖ than Western counterparts, when making ethical decisions.
Hence, it is not surprising that such differences in ethical culture exist even within Asia,
given the diversity of cultures within this region, and the dynamic nature of values within any given
region. A number of authors have warned against the gener
alization of ―Asian values‖ in discussions in philosophical roots, and societal and economic
development Koehn, 1999. Other studies support the lack was related to the ethical decision making,
which is less concerned on humanitarianism and more couched in self-interest McDonald and Pak,
1996 or economic considerations Lin, 1999.
Thus, to contrast ―East‖ and ―West‖ is appropriate to examine the values of the different of Eastern‖
countries. Accordingly, this study investigated Indonesia and Taiwan represent the eastern context
and looking for the different effect of servant leadership to the knowledge characteristics.
2.4 Method
Participants Participants were 537 employees from
various businesses in Indonesia and Taiwan. Participants were approximately 33.45 years old,
174 32.5 participants were male, and 408 76 participants were married. The 118 59.2
participants were graduate from senior high school and below, 63 11.8 participants were graduate
from university.
Measurement To test the hypotheses, this study firstly
tested the model of fit. The model was included 3 servant leadership‘s dimension and 5 knowledge
characteristics. This study used Amos to test the overall model of fit and cross culture analysis. The
multiple regressions were used to test the effect of each dimension of servant leadership on knowledge
characteristics. Measure Development Strategy
Items were written by the authors or obtained from previous research. After review of
wording, content, and so forth, 43 item sets for total items were retained for inclusion in the instrument.
Responses were made on a 5-point Likert-type scale with scale anchors ranging from 1 strongly
disagree to 5strongly agree.
Knowledge characteristics were measured
using 20 items taken from Morgeson Humphrey
‘s 2006 WDQ. Participants were asked i.e.,
―The job requires a variety of skills‖. The knowledge characteristics 5 dimensions included
Job Complexity M=3.11, SD=0.72, Cronbach‘s
= .566, information process M=4.07, SD=0.63, Cronbach‘s
= .741, skill variety M=3.94, SD=0.74, Cronbach‘s
= .856, problem solving M=3.90, SD=0.60, Cronbach‘s
= .589 and specialization M=3.99, SD=0.56, Cronbach‘s
= .733.
Servant Leadership was measured using 23
items taken from Page and Wong 2003. Participants were asked regarding to their direct
supervisor, i.e., ―seeking to serve rather than be served‖. A Five-point likert-type scale was used,
and the individual items were averaged C ronbach‘s
= .946; M=3.76, SD=0.56.
ISSN 2086-5953
ISSN 2086-5953
Table 2 Effect of servant leadership on knowledge characteristic
Knowledge characteristics
Job Complexity
Information Processing
Problem Solving
Skill Variety
Specializa tion
Empowering .210
.266 .244
.234 .370
Vision -.079
-.016 -.099
-.155 -.049
Service .006
-.065 -.015
-.043 -.056
R
2
.027 .046
.030 .048
.099 F
4.869 8.549
5.557 9.054
19.570 significant at the 0.05 level 2-tailed.
significant at the 0.01 level 2-tailed
3 RESULT
3.1 Model of fit
Evaluate the adequacy of the model of fit, the index of fit show Goodness of fit with Model of
fit use to evaluate the adequacy of the model of fit, GFI=.991, AGFI=.923, RMR=.011, CFI = .990,
NFI=.988, and RMSEA = .083.
.30
emp
.34
Svs
.38
Vis JC
IPs
SV PS
Spec
.28 .30
.38 .26
.38 -.10
-.02 -.20
-.10 -.05
-.03 -.01
.05 -.07
.01 .53
e1
1
.37
e2
1 .51
e3
1 .34
e4
1 .24
.25 .24
.28
e5
1
Figure 2. Model Goodness of fit Emp Empowerment, Svs Service, Vis Vision, JC Job
Complexity, IPs Information processing, SV Skill Variety, PS Problem Solving, and Spec Specialization
3.2 Hypothesis testing
Table 1 presents the Mean, Standard Deviation,
correlations, and Cronbach‘s . Table-1
informed servant leadership dimensions are correlated positively to knowledge characteristics
dimensions excludes job complexity and problem solving.
Hypotheses-1 sough that empowerment would positively effect to each of knowledge
characteristics a. job complexity, b. Information processing, c. Problem solving, d. skill variety and
e. Specialization. Hypotheses-2 sough that Leader vision was positively effect to each of knowledge
characteristics, and the hypotheses 3 sough that Leader intention to serve was positively effect on
each of knowledge characteristics.
.29
emp
.37
Svs
.43
Vis JC
IPs
SV PS
Spec
-.05 .23
.26 .10
.26 .03
.07 -.11
-.02 -.03
.01 .03
.11 -.10
.05 .49
e1
1 .42
e2
1 .50
e3
1 .35
e4
1 .25
.26 .25
.31
e5
1
Figure 3. Indonesian data set Emp Empowerment, Svs Service, Vis Vision, JC Job
Complexity, IPs Information processing, SV Skill Variety, PS Problem Solving, and Spec Specialization
Table 3 Significant Different for Indonesia and Taiwan Data set
Indonesia vs. Taiwan t- value
JC ---
emp 3.934
PS ---
emp 3.126
Spec ---
emp
2.194
JC ---
Svs -2.034
IPs ---
Svs -3.497
IPs ---
Vis 2.528
Emp Empowerment, Svs Service, Vis Vision, JC Job Complexity, IPs Information processing
, SV Skill Variety,
PS Problem Solving, and Spec Specialization
ISSN 2086-5953 The result shows in the table 2 present that
leader empowering behavior was effected to Job complexity
=.210, p.001, information processing
=.266, p.001, problem solving =.244, p.001, skill variety =.234, p.001
and specialization
=.370, p.001, thus hypothesis-1 was supported. The leader vision was
effected to job complexity =.079, p.01 and
skill variety =.-.155, p.01, thus hypothesis-2
was partially supported. The leader service behavior was not effect to all of knowledge
dimensions, thus hypothesis-3 was not supported.
.25
emp
.23
Svs
.20
Vis JC
IPs
SV PS
Spec
.71 .35
.63 .58
.55 -.45
-.51 -.30
-.27 .07
-.26 -.09
-.29 .33
.02 .50
e1
1
.22
e2
1
.52
e3
1 .28
e4
1 .16
.18 .15
.19
e5
1
Figure 4. Taiwanese data set
Emp Empowerment, Svs Service, Vis Vision, JC Job Complexity, IPs Information processing, SV
Skill Variety, PS Problem Solving, and Spec Specialization
Cross culture investigation was present in table 3. It shows the different effect of
empowerment to the job complexity t=3.934, problem solving t=3.126 and specification
t=2.194 between Indonesian‘s and Taiwanese‘s leader. It was also different effect of leader‘s
service to
job complexity
t=-2.034 and
information processing
t=-3.497 between
Indonesian‘s and Taiwanese‘s, and effect of leader vision to information processing t=2.528.
4 CONCLUSION AND DISCUSSION
4.1 Discussion
