Servant leadership and employee innovative behavior: Understanding the influence of inequality reduction within high-power distance cultures

Abstract

This study investigates the role of servant leadership in a high-power culture to minimize organizational inequalities and enhance employee innovative behaviors. A cross-sectional survey was used to collect quantitative data from employees working in Jordanian hotel organizations in a high-power cultural context. Simple random sampling helped target and collect data from  participants. The findings established a relationship between servant leaders and innovative employee behavior and how servant leadership reduces inequalities, consequently fostering innovative behaviors. A high-power culture also affects the relationship between servant leadership and employee innovative behavior. This study confirms that servant leaders can reduce hierarchical structures, contribute to Sustainable Development Goal 10 (SDG 10–10.2), and foster employee innovation in Jordan's hotel industry. Hotel managers should emphasize active listening, employee development programs, and leadership training aligned with cultural norms to enhance employee performance. This study underscores the significance of servant leadership in fostering innovation and reducing inequalities in high-power cultures. Servant leaders can bridge hierarchical gaps and enhance employee engagement by promoting active listening, employee development, and inclusive leadership. Additionally, diversity training, transparent promotion criteria, and innovation-driven policies contribute to a more equitable and dynamic work environment.