The aim of this study is to find the moderating role of cognitive style index on servant leadership style and leadership effectiveness relationship. For this purpose, a survey was conducted on 415 teaching staff from public and private universities. A total of 200 completed questionnaires were returned and used in the analysis. Bivariate correlation and hierarchical multiple regression were used to test the hypotheses. It is concluded that cognitive style index does acts as moderator voluntary subordination, covenantal relationship and transcendent spirituality while for other it does not act as moderator. So, it means that these variables can bring change in the effectiveness of leaders while making decision to serve for society, community, employees, followers or customers.

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.