LINKING SERVANT LEADERSHIP AND ADVERSITY QUOTIENT TO ORGANIZATIONAL COMMITMENT IN THE INDONESIAN PUBLIC SECTOR: THE MEDIATING ROLE OF WORK MOTIVATION

Abstract

This study examines the relationships among servant leadership, adversity quotient, work motivation, and organizational commitment within the Indonesian public sector. Using a quantitative, cross-sectional survey, data from employees in government organizations were analyzed through Structural Equation Modeling (SEM). The results indicate that both servant leadership and adversity quotient have a significant positive influence on organizational commitment, both directly and indirectly, through the mediating role of work motivation. Work motivation was found to be a key mediator, accounting for 24.68% of the total effect of servant leadership and 43.18% of the total effect of adversity quotient on commitment. Among the direct effects, work motivation had the strongest influence on organizational commitment, while adversity quotient had the greatest impact on work motivation. These findings suggest that fostering commitment requires a dual approach: cultivating servant leadership behaviors to build trust and loyalty, and equipping employees with resilience skills to maintain motivation during challenges. The study expands the theoretical understanding by integrating resilience into the leadership-motivation-commitment model and offers practical recommendations for enhancing commitment in collectivist, bureaucratic contexts like the Indonesian public sector.