Synergistic Impact of Servant and Women’s Leadership on Organizational Performance: Evidence from Indonesia’s High Prosecutor’s Offices

Objective: This study investigates how servant leadership and women’s leadership individually and interactively influence organizational performance in Indonesia’s High Prosecutor’s Offices. It addresses a critical gap in leadership research within legal institutions by examining the strategic role of inclusive and service-oriented leadership models.

Methods and Materials: A cross-sectional, quantitative research design was used, collecting data through structured questionnaires from 100 prosecutors working under female Chief Prosecutors (Kajati) in 2024. Servant leadership was measured via Barbuto and Wheeler’s SLQ, women’s leadership through an adapted Transformational Leadership Inventory, and organizational performance using a modified Organizational Performance Index. Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0 was employed to analyze the relationships among variables, ensuring validity, reliability, and model fit.

Findings: The findings revealed that both servant leadership (β = 0.347, p < 0.001) and women’s leadership (β = 0.358, p < 0.001) significantly and positively influence organizational performance. Moreover, their interaction demonstrated a synergistic effect (β = 0.425, p < 0.001), indicating that integrated leadership practices yield stronger institutional outcomes. The model demonstrated strong reliability (Cronbach’s α > 0.93), high explanatory power (R² = 0.896), and excellent predictive relevance (Q² = 0.972).

Conclusion: This research highlights the value of embedding servant and gender-inclusive leadership models in legal institutions to foster ethical performance, inclusivity, and organizational effectiveness. The findings support leadership development initiatives within Indonesia’s prosecutorial system and encourage broader adoption of relational leadership practices in the public sector.