Servant Leadership and Knowledge Management Capabilities in Malaysian Higher Education: A Post-2020 Empirical Review

Abstract

Servant leadership has gained prominence in higher education as a value-driven, follower-centric leadership approach. This study synthesises recent empirical research (2020 onwards) on servant leadership practices in Malaysian higher education institutions, focusing on updated theoretical models, measurement scales, and the impact of servant leadership on key academic outcomes. Evidence from multi-sample surveys, structural equation modelling, and a longitudinal study highlights that servant leadership behaviours among academic leaders foster higher faculty work engagement, job performance, affective commitment, and innovation. Mediating mechanisms such as trust in leadership, leader-member exchange, job satisfaction, psychological climate, and career satisfaction explain how servant leadership translates into these positive outcomes. A multilevel validation of Liden et al.’s 28-item Servant Leadership Scale (SL-28) in Malaysian academia yielded a refined five-factor model, suggesting contextual nuances in operationalising servant leadership. In addition, longitudinal findings further established that servant leadership influences faculty attitudes and performance even amid disruptions (e.g., the COVID-19 pandemic). This review also discusses cultural and institutional factors; the findings obtained showed that servant leadership aligns well with Malaysian higher education contexts and is not hindered by high power-distance or paternalistic cultural norms. The paper concludes with implications for leadership development in universities and future research directions, emphasising the role of servant leadership in fostering an ethical, engaged, and innovative academic community.