<![CDATA[This study examines the influence of servant leadership and perceived organizational support (POS) on employee performance, with employee engagement as a mediator, among the entire workforce (N = 64) of a construction services company in Pontianak, West Kalimantan, Indonesia. Data were analysed using PLS-SEM in WarpPLS 8.0. Servant leadership and POS both had significant positive effects on employee engagement (β = 0.226, p = 0.028; β = 0.582, p < 0.001), and both POS and employee engagement had significant positive direct effects on employee performance (β = 0.440, p < 0.001; β = 0.502, p < 0.001). Servant leadership, however, had no significant direct effect on performance (β = 0.013, p = 0.460), nor did engagement significantly mediate the servant leadership-performance link (β = 0.113, p = 0.093); engagement did, however, significantly and complementarily mediate the POS-performance link (β = 0.292, p < 0.001). Perceived organizational support thus emerges as a more consistent driver of engagement and performance than servant leadership in this small, project-based construction firm. The study offers a population-level test of this model in an under-examined setting and practical guidance for construction-sector employers on HR priorities.]]>
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