This study was taken to explain the role of job satisfaction as a mediator between servant leader behavior and employees commitment. Altruistic calling, persuasive mapping and organizational stewardship were the strong predictors of employees commitment. A structured questionnaire was used to get responses from 136 faculty members of different private universities. The findings of this work showed that faculty members from private universities not only affirm their behavioral importance while making policies and rules for the reward system (Job satisfaction) but showed their concerns to develop and adopt its behaviors as well. The contribution of this present study is not only to add to the novelty of literature in the field of servant leadership model approach, but it also contributes towards the employees commitment and job satisfaction in private universities. Theoretical, as well as practical suggestions, are provided at the end of the paper.

The Servant Leader Model is a theory that advances administration, supports trust, coordinates effort, future-arranges and utilizes moral capacity to engage others, focusing on good ethical practices. This study inspects the faculty of public and private universities in Peshawar for elements of servant leader behavior (wisdom, emotional healing and persuasive mapping) and effect on performance. Drawing on information from 95 teaching faculty members from different universities, we discovered help for the immediate impact of the all elements of servant leader behavior administration on universities performance. The findings add to servant leadership practices, in like manner to values-based administration, which conceivably may include novel literature regarding the relationship between servant leadership and performance of universities teachers. Implications form the last part of the paper.

The study's goal is to see how servant leadership and corporate culture affect work engagement. While leadership has been proven to have an impact, the effect and procedure underlying work engagement has attracted scant attention. Despite the fact that servant leadership followers are more inclined to be involved, this is especially relevant of servant leadership. We investigate the role organizational culture plays like a potential mediator in the study below, seeking to discover whether servant leadership builds organizational culture that, as a result, enhances work engagement. Overall,we find strong evidence suggesting servant leadership can forecast organizational culture along with the other extensions related to job engagement which include dedication, absorption and vigor, while organizational culture, undermines the effect of servant leadership style. Lastly,all three components of work engagement are positively related to an organization's culture.