This study examines the effect of servant leadership on employees’ perceived organizational support within manufacturing industries and educational institutions in the Indian setting. Servant leadership served as the independent variable, while perceived organizational support functioned as the dependent variable. Data were gathered from full-time employees who evaluated the servant leadership behaviors of managers, engineers, officers, and teaching faculty, along with their perceptions of organizational support. The servant leadership instrument consisted of 23 items across 5 dimensions, whereas the perceived organizational support scale comprised 16 items. The final survey was conducted using a convenience sampling method, including 307 respondents from manufacturing industries and 324 respondents from educational institutions, applying a non-probability sampling technique. Empirical analysis was performed using SPSS version 22.0. Construct validity was assessed through confirmatory factor analysis (CFA > 0.5), yielding a value of 0.9, while reliability and sample adequacy (>0.6) also demonstrated a high value of 0.9. Independent sample t-tests indicated that hypotheses 1 and 2 related to servant leadership and perceived organizational support among employees of both sectors were comparable. Furthermore, hypothesis 3, tested using multiple linear regression analysis, confirmed a strong association between servant leadership and perceived organizational support among employees in manufacturing industries and educational institutions. The findings reveal that employees in both sectors strongly experience servant leadership and perceive substantial organizational support. Moreover, the results confirm a robust relationship between servant leadership and perceived organizational support among employees in manufacturing industries and educational institutions.
