This paper examines how servant leadership affects employees’ perceptions of organizational support within manufacturing firms and educational institutions in India. In the research framework, servant leadership is treated as the independent variable, while perceived organizational support serves as the dependent variable. Data were gathered from full-time employees who evaluated the leadership style of their supervisors—managers, engineers, officers, and teaching staff—as well as their own sense of organizational support. The servant leadership scale included 23 indicators across five dimensions, and the perceived organizational support survey contained 16 items. The final data set comprised 307 respondents from manufacturing organizations and 324 participants from educational institutions, selected using a convenience, non-probability sampling approach. Statistical analyses were conducted using SPSS 22.0, where confirmatory factor analysis (CFA > 0.5) yielded a 0.9 value, and measures of reliability and sampling adequacy (>0.6) were likewise strong (0.9). Results from the independent sample test validated Hypotheses 1 and 2, revealing comparable patterns of servant leadership and perceived support across both sectors. Further, Hypothesis 3, analyzed through multiple linear regression, confirmed a significant positive relationship between servant leadership and employees’ perceived organizational support. The overall findings indicate that both constructs are consistently evident among employees in manufacturing and educational sectors, and a strong interconnection exists between them.
