<![CDATA[Purpose: This study examines the relationship between servant leadership and extra-role performance through the mediating roles of work engagement and job satisfaction based on SET and CDT perspectives. This study aims to enhance the understanding of how leadership practices influence employees’ discretionary behaviors in the hospitality industry. Methodology: The study involved 190 employees from 17 four-star and two five-star hotels in Makassar, Indonesia, selected through purposive sampling. Data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with SmartPLS to assess the direct and indirect relationships among the constructs. Results: The findings indicate that servant leadership has a significant positive effect on extra-role performance and enhances employees’ work engagement and job satisfaction. Conclusions: This study examined the role of servant leadership in enhancing extra-role performance through work engagement and job satisfaction among hotel employees in Makassar. The findings show that servant leadership positively affects extra-role performance, work engagement, and job satisfaction; however, neither mediator significantly explains this relationship. Limitations: This study is limited to employees working in four-star and five-star hotels in Makassar and employs a cross-sectional research design, which may limit the generalizability of the findings and the ability to establish causal relationships between the variables. Contributions: This research contributes to the development of Social Exchange Theory (SET) and Conservation of Resources Theory (CDT) by examining servant leadership, work engagement, job satisfaction, and extra-role performance. It also provides practical insights for hotel managers to strengthen servant leadership and improve organizational effectiveness.]]>
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