Mediating Effect of Organizational Commitment in the Relationship between Servant Leadership and Employee Satisfaction in Federal Polytechnic Mubi, Adamawa State, Nigeria

The study examines whether organizational commitment helps explain the link between servant leadership and employee satisfaction in Federal Polytechnic Mubi, Adamawa State, Nigeria. The idea came from a practical concern that many tertiary institutions struggle to build the kind of work environment where staff feel supported and genuinely invested in their jobs. The main objective of the study was mediating effect of organizational commitment in the relationship between servant leadership and employee satisfaction in Federal polytechnic Mubi, Adamawa state, Nigeria. A survey approach was used, drawing responses from 426 academic and non-academic staff selected through stratified sampling. Participants completed established scales on servant leadership, organizational commitment, and employee satisfaction. The analysis relied on descriptive statistics, multiple regression, and Hayes’ PROCESS Macro to explore both the direct and indirect relationships among the variables. The findings suggest that servant leadership is a meaningful predictor of how satisfied staff feel and how committed they are to the institution. Commitment, in turn, appeared to have a notable influence on satisfaction. When the mediation was tested, organizational commitment only partly explained the relationship, which implies that servant leadership may improve satisfaction on its own while also shaping employees’ emotional connection to the institution. Taken together, the results point to the usefulness of leadership practices that show concern, fair treatment, and a willingness to support staff beyond routine managerial duties. The study adds to ongoing discussions in leadership and organizational organiza, especially by showing how these relationships play out in a Nigerian polytechnic setting. It also offers practical guidance for administrators who may be looking for ways to strengthen motivation and reduce avoidable turnover. While the research is limited by its single-institution scope, cross-sectional design, and self-report measures, it still provides a reasonable starting point for broader or more long-term studies. In conclusion, the evidence indicates that servant leadership is likely to contribute to greater employee satisfaction and stronger organizational commitment. Institutions aiming to improve staff morale and sustain long-term loyalty may find value in weaving servant-leadership principles into leadership development efforts and everyday administrative culture.