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Purpose: The purpose of this study was to examine whether servant leadership (SL) buffers the negative relationship between perceived organizational politics (POP) and employee performance outcomes. Design/methodology/approach: Time-lagged multi source data were collected from 236 supervisor-subordinate dyads in a public sector university in Pakistan. SL, POP and several control variables were measured in subordinates at time 1, and supervisor ratings of organization citizenship behaviors and task performance were measured at time 2. The authors performed moderated multiple regression analysis to test the hypotheses underpinning the study. Findings: Findings revealed that POP was negatively related to employee task performance and two types of organization citizenship behavior (individual and organizational). Findings also revealed that SL attenuated the negative effect of POP on employee task performance and the two types of organization citizenship behavior. Practical implications: SL is particularly important in organizational cultures characterized by high politics; therefore, managers seeking to enhance task performance and citizenship behavior in employees should adopt this style of leadership if possible. Originality/value: This is the first study conducted in the South Asian context that has examined whether, and how, SL buffers the negative effects of POP on employee task performance and organization citizenship behavior. [ABSTRACT FROM AUTHOR]

Purpose: This article shows operational excellence achieved during the coronavirus disease 2019 (COVID-19) pandemic using the Lean, Six Sigma and Sustainability practices in small medium enterprise (SME) manufacturing firms and its impact on the performance dimensions of efficiency, growth and profit for firms located in the industrial zones of Pakistan. Design/methodology/approach: A quantitative methodology was used and data were collected from a sample of top-level managers from 28 SME manufacturing firms located in the five industrial zones in Pakistan. A total of 62 questionnaires were included in the study. Findings: The findings show that awareness levels of Lean, Six Sigma and Sustainability are emerging, and firms are trying to implement these concepts. However, the results show that while Lean and Six Sigma enhance firms' performance in terms of efficiency, profit and growth, sustainability has no impact on these three performance dimensions. Research limitations/implications: The quantitative data of a sample of 28 manufacturing firms inevitably present limitations on the generalizability of this work. Future research could employ greater quantitative data to explore the topic further. Only one particular country is studied so that future research could be carried out in other countries or regions. Practical implications: This study may have value for policymakers and other stakeholders who need to know more about how Lean, Six Sigma and Sustainability affect a firm's performance in industrial zones in the context of a developing country. Originality/value: This paper contributes to knowledge in the field by integrating Lean, Six Sigma and Sustainability with firms' performance during the COVID-19 pandemic by assessing efficiency, growth and profit dimensions where otherwise no empirical research has been undertaken in the Pakistani context. [ABSTRACT FROM AUTHOR]