The Moderating Effect of Leadership Adaptability on the Relationship between Employee Adaptability and Job Performance

Abstract

The purpose of this study was to investigate the potential moderating effect of leadership adaptability on the relationship between employee adaptability and employee job performance. Previous research explored leadership adaptability as a mediator; however, there was a significant gap exploring leadership adaptability as a moderator. Participants were recruited via online social and personal networks. 125 participants completed a self-report survey consisting of items measuring employee adaptability, perceived manager adaptability and job performance. Results did not show perceived manager adaptability as a moderator of the relationship between employee adaptability and job performance. The results indicated that there were significant relationships between employee adaptability, perceived manager adaptability, and job performance. Highly adaptable employees reported better job performance than less adaptable employees. The results also indicated that highly adaptable employees report better job performance when they rate their managers as less adaptable. These findings suggest that evaluating employee adaptability and perceived manager adaptability may have important implications for organizations who are seeking to maximize the potential of highly adaptable employees.