Role Breadth Self-efficacy Research Articles

Ethical leadership and followers’ job crafting: the mediating role of followers’ role-breadth self-efficacy and work engagement

PurposeThe objective of this study was to investigate the link between ethical leadership and followers’ job crafting. Based on social learning theory and the job demands-resources model, we expected that followers’ role-breadth self-efficacy and work engagement would serially mediate the association between this leadership style and followers’ job crafting.Design/methodology/approachA quantitative analysis was conducted among a sample of 458 subordinates that assessed the ethical leadership of their direct supervisor and reported on their own role-breadth self-efficacy, engagement and job crafting behaviours.FindingsEthical leadership was positively associated with followers’ increasing structural resources, increasing social resources and increasing challenging demands. The mediation hypothesis was supported for increasing challenging demands but not for increasing social resources. Results unexpectedly suggested that the indirect positive effect suppresses the direct negative effect of ethical leadership on followers’ increasing structural resources, the total effect becoming positive. This leadership style was not associated with followers’ decreasing hindering demands.Practical implicationsThe research highlights the possibility that ethical leadership trainings may stimulate followers' job crafting.Originality/valueThe study explores for the first time the relationship between this leadership style and job crafting behaviours of subordinates and, moreover, provides an explanatory mechanism for the relationship between these variables.

The Influence of Proactive Personality on Proactive Work Behavior through Job Satisfaction, Work Engagement, and Role Breadth Self-Efficacy at PT PLN UP3 West Surabaya

Proactive work behavior is an important element for workers even though they can work flexibly. Made it happenProactive Work Behavior cannot be separated from Role Breadth Self-Efficacy (RBSE) because Role Breadth Self-Efficacy refers to employees' confidence in their ability to engage in proactive, social, and integrative activities beyond their standard duties. Work Engagement also makes an important contribution to proactive behavior. Specifically, through proactive goal setting and achievement, a person is more likely to have their needs met when they are satisfied with their work. Individuals who experience positive affective states associated with Job Satisfaction are likely to change their situation proactively and exhibit higher levels of innovative behavior. Proactive Personality also influences employee behavior that is profitable for the company by putting effort into their work. Creating a work environment that can encourage employee creativity. This research is quantitative. Using Partial Least Square with a sample size of 54 permanent employees of PT PLN UP3 West Surabaya. The research results show that Proactive Personality significantly influences Proactive Work Behavior. Job Satisfaction was found to act as a significant mediator between Proactive Personality and Proactive Work Behavior. Work engagement has also been proven to be an important mediator in the relationship between proactive personality and proactive work behavior. Role Breadth Self-Efficacy plays a significant mediating role. Employees who are confident in their ability to fulfill a broader range of roles tend to be more proactive in taking initiative and making improvements in the workplace, which contributes to innovation and improved work processes. The results of this study indicate that the three mediating variables, namely Job Satisfaction, Work Engagement, and Role Breadth Self-Efficacy, together strengthen the influence of Proactive Personality on Proactive Work Behavior. The combination of these factors creates an environment that supports employees to behave more proactively, which is critical to meeting operational challenges and meeting customer needs.

“We can do this”: Physical educators’ role breadth self-efficacy to be involved with CSPAPs from an occupational socialization perspective

In the United States, the Comprehensive School Physical Activity Program (CSPAP) is a whole-of-school framework to ensure youth meet physical activity guidelines. Physical education teachers (PETs) are poised to be CSPAP leaders, but implementation is low. PETs’ involvement with CSPAPs may be better understood through the lens of their role breadth self-efficacy, which captures how professionals feel about their ability to undertake expanded workplace roles. Furthermore, investigating PETs’ CSPAP-related role breadth self-efficacy from the perspective of occupational socialization theory could help to identify critical intervention points in PETs’ career development to support CSPAP implementation. The purpose of this study, therefore, was to explore PETs’ perceptions of how the phases of occupational socialization theory influence their role breadth self-efficacy to be involved with CSPAPs. Stratified random sampling and convenience sampling were used to recruit 25 PETs ( n = 16 female) in the United States. Data were collected using individual, semi-structured interviews and analyzed using constant comparison. The findings are represented in three overarching themes, each accompanied by corresponding subthemes: (a) modeling and encouragement from socializing agents, (b) learn by doing: mastery experiences, and (c) agent of change: “I believe in this.” The PETs’ childhood physical activity experiences, physical activity leadership development within teacher education, mentorship from experienced educators who exemplify effective strategies, and the capacity to foster social capital within the workplace are key factors impacting PETs’ CSPAP-related role breadth self-efficacy. Further investigation into mentorship programs for novice PETs to lead CSPAPs and best practices for CSPAP training in teacher education is recommended.

Can high performers take charge? The effects of role breadth self-efficacy and hostile interpersonal environment

This study develops a research model of how and when high performers bring about constructive changes at work. Drawing from the social cognitive theory of self-regulation, we examined the mediating effect of role breadth self-efficacy (RBSE) on the relationship between task performance and taking charge. Moreover, we investigated the moderating effects of two forms of interpersonal hostility in the workplace (abusive supervision and group coworker undermining) on this mediated relationship. We conducted a field study and an experiment to test our theoretical model. Across both studies, the results showed that RBSE mediated the positive effect of task performance on taking charge. Group coworker undermining moderated the positive relationship between task performance and RBSE. The results also supported the moderated mediation effect of task performance on taking charge via RBSE contingent on group coworker undermining. We discuss the theoretical and practical implications of managing high performers to initiate constructive changes.

Fostering proactive work behavior: Where to start?

This study underscores the significance of assessing the capabilities of rehabilitation officers in navigating challenges, devising innovative work methods, and successfully executing the rehabilitation process. This is particularly crucial amid the dual challenges of overcapacity and the repercussions of the Covid-19 pandemic, making it an essential area for research. To be specific, it aims to obtain empirical evidence about the influence of proactive personality and supportive supervision on proactive work behavior, as well as the mediating role of Role Breadth Self-efficacy and Change Orientation. This research was conducted on all rehabilitation officers at the Narcotics Penitentiary in Sumatra, totaling 272 respondents. This study employs a quantitative method via a questionnaire using a purposive sampling technique. The data was subsequently examined using the Lisrel 8.70 software and Structural Equation Modeling (SEM). It can be concluded from the results that the rehabilitation officers for narcotics addicts at the Narcotics Penitentiary can create and improve proactive work behavior properly through the influence of proactive personality, supportive supervision, role breadth self-efficacy, and change orientation. The study may suggest new ways of working and generate new ideas to increase initiative, encourage feedback, and voice employee concerns. Furthermore, this research has the potential to pinpoint deficiencies in proactive work behavior, serving as a foundation for designing interventions or training programs. These initiatives aim to enhance the innovative and creative contributions of rehabilitation officers in the rehabilitation process.

Managerial coaching and taking charge at work: the mediating roles of work engagement and role breadth self-efficacy

PurposeHow does a manager’s coaching behaviour encourage taking charge behaviour among subordinates? Although prior research has found a positive association between managerial coaching behaviour and employee performance, to date few studies have examined its effect on proactive behaviours in the workplace such as taking charge. Drawing on social exchange theory (SET) and social cognitive theory (SCT), this study develops a theoretical model to examine the mediating effects of work engagement and role breadth self-efficacy (RBSE) in the relationship between managerial coaching and subordinates taking charge. Additionally, drawing on social role theory (SRT), we test whether our proposed relationships are contingent on subordinates’ gender.Design/methodology/approachWe tested our proposed moderated-mediation model using empirical data collected across two waves from 196 employees within a large Malaysian services enterprise. Partial least squares structural equation modelling was used to test the proposed hypotheses.FindingsThe results revealed that managerial coaching has a significant, positive relationship with taking charge, work engagement and RBSE. However, only work engagement was found to partially mediate the relationship between managerial coaching and taking charge. Subordinates’ gender was found to positively attenuate the direct effect between managerial coaching and taking charge among females. However, the mediating effects of work engagement and RBSE in managerial coaching and taking charge were found to be not contingent on subordinates’ gender.Practical implicationsFinding from this study reveals that managerial coaching is useful in shaping employees' taking charge behaviour through work engagement. Hence, organisations should focus on strategies aiming to enhance managers' coaching capabilities. Originality/valueThis study extends the nomological networks of managerial coaching by highlighting it as a predictor of taking charge. Moreover, drawing on SET and SCT to explain the mechanism of managerial coaching and taking charge, we provide a novel perspective on how managerial coaching can influence taking charge. Specifically, we highlight the critical role of work engagement as a key mechanism that influences the relationship between managerial coaching and taking charge. Finally, we demonstrate managerial coaching as a means through which organisations can improve individual functioning.

Foregrounding why and when inclusive leadership triggers customer stewardship in hospitality organizations

PurposeThis study aims to investigate the potential positive correlation between inclusive leadership and hotel frontline employees’ (FLEs) customer stewardship (CS) behavior, using the conservation of resource theory as its foundation. It hypothesizes that role breadth self-efficacy (RBSE) acts as a mediating factor in this relationship, with employee conscientiousness serving as a significant moderating variable.Design/methodology/approachA time-lagged survey design was used, spanning over three rounds to collect data from 348 hotel FLEs and 42 managers. The analysis was conducted using structural equation modeling in Mplus version 8.6.FindingsThe study revealed a positive association between inclusive leadership and FLE CS, both directly and indirectly through RBSE. The results also showed that FLE conscientiousness moderated the direct link between inclusive leadership and RBSE, as well as the indirect link between inclusive leadership and FLE CS.Practical implicationsThe evidence suggests that inclusive leadership behaviors among hospitality managers may elevate FLE CS behaviors, implying significant benefits for the success of hospitality organizations. Managers should focus on enhancing FLEs’ RBSE to further improve CS behaviors. In addition, by considering FLE conscientiousness, managers can craft targeted strategies to maximize the impact of inclusive leadership on CS behaviors.Originality/valueThis research contributes to the limited body of knowledge on the precursors of CS behavior by explaining both direct and indirect connections with inclusive leadership. Furthermore, it broadens the understanding of the conditions under which leadership most effectively shapes such behaviors.

Impact of transformational leadership on service delivery behaviours of frontline service employees

This study examines how transformational leadership translates into critical service behaviours of FSEs in a B2B services context. A sequential mixed-method approach has been employed to formulate and examine the research questions. Semi-structured interviews of FSEs (N = 25) have been analyzed using the Gioia method – a variant of grounded theory. Based on the findings of study 1, a conceptual model has been developed and tested quantitatively employing PLS-SEM in study 2 (N = 469). Recommended robustness checks and guidelines have been followed to report accurate findings. The higher-order themes identified from the Gioia method reveal that transformational leadership influences the prescribed service delivery behaviour (PSDB) and proactive customer service behaviour (PCSB) of FSEs. The findings also suggest a potential influence of affective commitment and role-breadth self-efficacy (RBSE) on FSE behaviours. The quantitative study results suggest that transformational leadership's influence on PSDB is partially mediated by affective commitment, and the influence of transformational leadership on PCSB is fully mediated by affective commitment and RBSE. This study examines the effect of transformational leadership on FSE behaviours in the B2B services sector of India which is growing remarkably in the global landscape. The study has undertaken a more contemporary approach towards the conceptualization of transformational leadership. Additionally, the mixed-method approach enhances the reliability and validity of the research.

The impact of identity conflicts among Chinese knowledge-based miners on unsafe behavior: A moderated chain mediation model.

In the context of smart mine construction, coal mine safety management is imposing stringent requirements on the safety competence of miners. To meet these demands, coal mine enterprises have initiated proactive measures to recruit a new generation of knowledge-based miners who possess high qualifications and specialized backgrounds. This study aims to explore the underlying mechanisms of identity conflict (IC) and its influence on unsafe behavior (USB) among KBMs within the context of China's smart mining initiatives, as well as to identify the role of potential mediating and moderating variables in this relationship. An empirical study was conducted on a sample of 304 KBMs with a college degree or above, selected from multiple coal mines in Shanxi Province, China. Hierarchical regression analysis and the Bootstrap method were employed for data analysis. This model incorporated IC as the antecedent variable and meticulously investigated the mediating effects of role breadth self-efficacy (RBSE) and psychosocial resources (PSR), along with the moderating effect of positive explanatory bias (PEB). The findings indicate a significant positive correlation between IC and USB among KBMs. RBSE and PSR were found to mediate the relationship between IC and USB. Moreover, this mediating effect further influenced the relationship between IC and USB through a chain mediating effect. Additionally, PEB strengthened the positive impact of KBMs' RBSE on PSR. These results provide a broader perspective on the antecedent variables associated with KBMs' USB and provide valuable insights and practical management strategies enhancing the safety management practices within coal mining enterprise.

Does Leader-Member Exchange (LMX) Ambivalence Influence Employees' Constructive Deviance?

The ambivalent experience of superior-subordinate relationships is widespread in organisations and has gradually become an important factor influencing employees to actively engage in extra-role behaviours. However, employees' constructive deviance is extremely important for organisational development as they are important extra-role behaviours for organisational innovation and change. Owing that academic research on the antecedents of employees' constructive extra-role behaviours has lacked attention to individual emotional variables such as the leader-member exchange ambivalence, by drawing on self-control resource theory and social cognitive theory, this study examined the effects of leader-member exchange ambivalence on employees' constructive deviance, as well as the role of ego depletion and role-breadth self-efficacy. Based on a two-point questionnaire survey of 332 employees from different industries in China, the study tested hypotheses with SPSS 27 and AMOS 27 and found that the more leader-member exchange ambivalence, the less likely they were to engage in employees' constructive deviance, leader-member exchange ambivalence affected employees' constructive deviance through ego depletion, and when role-breadth self-efficacy is high, the lower the ego depletion of employees with leader-member exchange ambivalence, the more likely they are to engage in employees' constructive deviance. This study is intended to guide organisations to pay attention to the problem of individual internal conflict arising from superior-subordinate relationships, to remove the barriers to constructive transgression by individuals, and to truly exploit the innovative capacity of individual organisations. The study suggests that managers should pay attention to the negative effects of employees' perceived ambivalent experiences of supervisor-subordinate relationships, maintain consistency, and build positive social exchange relationships with their employees. Organisations should strengthen the training of leaders and employees to eliminate the serious internal attrition that organisations face from social network relationships. And employees should face the limitations of resources and reduce dependence on the leader-member exchange relationship as the dependence for their work attitudes and behaviours.

Empowering leadership and employee constructive deviance: Role breadth self-efficacy as a mediator

Although researchers have demonstrated the significance of leadership style in facilitating employee constructive deviance, there is still limited understanding of the precise process via which an empowering leadership style contributes to the promotion of constructive deviance. Based on social cognitive theory, we constructed a model to explain why empowering leadership can increase employees’ constructive deviance, and tested it with data obtained from 217 supervisor–subordinate dyads in South Chinese enterprises. An examination using structural equation modeling revealed direct and indirect positive associations between empowering leadership and constructive deviance, mediated by role breadth self-efficacy. The findings of this study establish a theoretical framework and offer practical recommendations for leaders seeking to implement effective empowerment tactics aimed at motivating staff to engage in constructive deviance.

Servant Leadership as a Catalyst for Middle Managers’ Learning Ambidexterity: A Resource‐Based Perspective

AbstractAlthough recent years have seen a proliferation of research on organizational ambidexterity, important questions remain about the role that leaders play in leveraging learning ambidexterity for organizational benefits. Drawing on the conservation of resources theory, we investigate the indirect links between servant leadership and middle managers’ learning ambidexterity, with structural empowerment and role breadth self‐efficacy (RBSE) as serial mediators. We also examine the importance of leader boundary‐spanning behaviour as a moderating factor for these relationships. Using time‐lagged and multi‐source data from 344 middle managers and their supervisors, we show that servant leadership has a positive indirect influence on two forms of learning ambidexterity: exploitative and explorative learning. In particular, servant leadership promotes structural empowerment (as a contextual resource), which in turn influences RBSE (as a personal resource) and encourages learning ambidexterity. In addition, we show that when leaders engage in boundary‐spanning behaviour, these indirect relationships become more prominent. This research offers new theoretical and practical insights to assist organizations in improving learning ambidexterity and achieving higher levels of performance.

Participative leadership and service recovery performance: a moderated mediation model

PurposeUsing the conservation of resources (COR) theory, the present study aims to examine the role of participative leadership in frontline service employees (FLEs)’ service recovery performance. The present study also tests FLEs’ role breadth self-efficacy (RBSE) as a theoretically relevant mediator and FLE trait mindfulness as an important moderator.Design/methodology/approachData were collected using time-lagged (three rounds, two weeks apart) from two sources (193 FLEs and 772 customers, who experienced a service failure). Structural equation modeling (Mplus, 8.6) was employed to analyze the data.FindingsThe results revealed that participative leadership was positively associated with FLEs service recovery performance, both directly and indirectly, via RBSE. The results also showed that FLE trait mindfulness moderated the link of participative leadership with RBSE and the indirect association of participative leadership with service recovery performance, via RBSE.Practical implicationsThis study suggests that organizational leaders who exhibit participative leadership behavior are valuable for organizations. By demonstrating such behaviors, they boost FLEs' RBSE, which in turn improves their service recovery performance.Originality/valueThe present work makes important contributions to the literature on service recovery performance by foregrounding two important yet overlooked antecedents (participative leadership and RBSE) of FLE service recovery performance. The present work also contributes to the nascent literature on the antecedents and outcomes of RBSE in service contexts.

Unlearning in service contexts: a moderated-mediation model

ABSTRACT The present study builds on social information processing theory to explicate how and when ethical leadership (EL) impacts individual unlearning in service organizations. The results from two studies – Study 1 based on time-lagged and multi-source data and Study 2 based on an experimental design – revealed that EL positively influences individual unlearning directly, as well as indirectly, via employee role breadth self-efficacy (RBSE). We also found support for the role of trait mindfulness as a boundary condition of the EL-RSBE link and the mediated relationship of EL with individual unlearning via RSBE. Our findings can help managers encourage service employees to consciously unlearn obsolete behaviors to create spaces for new behaviors.

Influence of Organization Based Self-Esteem, Role Breadth Self-Efficacy and Voluntary Learning Behavior on Perceived Employability

The study examines the impact of organizational-based self-esteem, role breadth self-efficacy, and voluntary learning behavior on perceived employability. Perceived employability is determined by an individual's capabilities and competencies, which enhance their employment opportunities in the future. The study collected data through a survey of employees in the banking sector in Karachi, using SPSS tools to analyze the effects of the antecedents of perceived employability and voluntary learning behavior. The research aimed to investigate the relationship between self-concepts and voluntary learning behavior, highlighting the critical influence of employees on both antecedents. The findings of this study could improve employee performance and help develop specific abilities and skills required by employers, such as creativity and inspiration. The study emphasizes the importance of perceived employability in obtaining better employment opportunities and its impact on the Pakistani context.

Influence of Individual Skill Variety on Side-Hustle Intention: The Mediating Effect of Role Breadth Self-Efficacy and the Moderating Role of Side-Hustle Meaningfulness

As the gig economy grows, the side hustle has become a hot topic; however, little research has focused on the influence of side-hustle behavior from a microscopic perspective. This study explores how and when individual skill variety affects side-hustle intention from an individual level. Based on self-determination theory, this study constructs an influence model of individual skill variety on side-hustle intention with role breadth self-efficacy as the mediator and side-hustle meaningfulness as the moderator. Data collected from 402 individuals in China through a questionnaire survey were used for empirical analysis. The results indicate that (a) individual skill variety is positively associated with side-hustle intention; (b) role breadth self-efficacy plays a mediating role in the relationship between individual skill variety and side-hustle intention; (c) side-hustle meaningfulness moderates the relationship between role breadth self-efficacy and side-hustle intention, and moderates the mediating effect of role breadth self-efficacy. Finally, the theoretical implications and limitations are discussed.

The Impact of Leader Gratitude Expressions on Followers’ Behaviours: Increasing Gratitude and Increases Proactivity

Researchers have become increasingly interested in exploring leaders’ behaviours that promote followers’ proactive behaviours, but the literature is limited to leadership styles and generally does not consider leader displays of emotion. In this study, the impact of leader expressions of gratitude on followers’ proactive behaviours was examined from a self-evaluative perspective. Data from a field study ( N = 184) and an experimental vignette study ( N = 150) in China supported our hypotheses that leader gratitude expressions were positively related to followers’ proactive behaviours. Role breadth self-efficacy and perceived social worth mediated the relationship between leader gratitude expressions and followers’ proactive behaviours. This mediating effect was strengthened for followers with high relational identification. These results contribute to a nuanced understanding of gratitude by shedding light on the phenomenon of leader gratitude expressions and their positive outcomes. The theoretical and practical implications of our findings are discussed.

How HR Practices influence Managers and Organisational Ambidexterity in Pakistani Firms: The Mediatory role of Self-Efficacy and Motivation in a Multilevel Integrated Framework

Organizational ambidexterity originates from operational managers that follow together exploitative and exploratory activities. In a way from side to side which mechanisms, HR performances in Pakistan might really ease operational manager ambidexterity and further result in organizational ambidexterity is still an open question? For this, we applied (Mom, Chang, Cholakova, & Jansen, 2019) model to different sized firms of Pakistan. We hypothesize that ability and motivation enhancing HR practices effects operations manager ambidexterity through enhancing role breath and basic motivational orientation. Manager ambidexterity would further induce Organizational Ambidexterity. Moreover, Opportunity enhancing HR practices plays a complementary role in producing influencing of manager ambidexterity on Organizational Ambidexterity. A survey was directed by using a close-ended questionnaire which recognized the empirical validity. A multi-source and multilevel data were collected from 210 employees of the HR department belonging to 70 different sized firms and it was examined by means of confirmatory factor analysis and also organized equation modeling. For this, we gave 3 questionnaires to each firm. The result suggested that Ability Increasing these Practices directly and positively affect Operational Manager Ambidexterity along with the mediatory factor of Role Breadth Self-Efficacy. Operational Manager Ambidexterity in turn has a positive influence on Organization Ambidexterity. Manager and organizational Ambidexterity is also directly and positively affected by Role Breadth Self-Efficacy, Motivation Enhancing Practices, and Ability Enhancing Practices. Organizational Ambidexterity is also influenced by Opportunity Enhancing Practices. Lastly, Motivation Enhancing Practices have a positive and significant result of the mediatory factor of Intrinsic Motivation Orientation. We, however, didn’t find any significant evidence of complementarities between managers’ Ambidexterity and Opportunity enhancing HR practices in explaining Organizational Ambidexterity. The result suggests that the relationship among organizational ambidexterity along with the operational manager is liable on a firm that enhances HR practices. Along with that, our study that we scrutinized provides us important and new multilevel insights into the efficiency of strategic HR systems and in support of an individual and organizational ambidexterity.

Employee Adversarial Growth Driven by Organizational Learning in the Chinese Pharmaceutical Industry

The spread of the COVID-19 pandemic has brought unprecedented challenges to pharmaceutical companies and their employees. Over the past three years, intensive antipandemic tasks have placed high demands on the physical and mental strength of pharmacy professionals. By using a questionnaire, data were collected from 391 technicians in pharmaceutical companies from southern coastal areas of China. The study examined the influence mechanism of organizational learning on employee adversarial growth with the moderating effect of resilience. Our analysis shows that adaptive and experimental learning promote employee adversarial growth by enhancing individual role-breadth self-efficacy. Moreover, resilience reinforces the positive effect of organizational learning on role-breadth self-efficacy. The results imply that in a complex and changing environment, experimental learning has greater value for organizations to respond to crises and enables employees to promote personal growth.

Making things happen: How employees' paradox mindset influences innovative performance.

Individual innovation involves many contradicted behavioral options such as creative vs. habitual actions and explorative vs. exploitative activities. However, the agentic nature of innovative behaviors has been widely ignored, and we know less about what factors lead individuals to approach and balance the contradictions caused by competing demands and intentionally engage in innovative behaviors. Integrating social cognitive theory and innovation paradox, we propose a chain-mediating model to explain how employees with a paradox mindset realize the creative benefits through their innovative endeavors, considering role breadth self-efficacy (RBSE) and individual ambidexterity as two mediators. Using data collected from 480 employees paired with 100 supervisors at 3-time points, the results show that RBSE and individual ambidexterity play a mediating role, respectively, even though they sequentially play a chain-mediating role between employees' paradox mindset and innovative performance. Individuals who hold a paradox mindset are more likely to perceive high capability beliefs in successfully undertaking expanded roles, promoting behavioral tendencies to switch between exploration and exploitation, and in turn encouraging employees to undertake more innovative behaviors. Finally, we discuss the theoretical and practical implications for promoting employees' innovative performance from an agentic perspective. Employees with a paradox mindset can make creative things happen by managing the tensions between exploration and exploitation proactively. Thus, organizations may try to enhance employees' proactive motivation states and behavioral capability to encourage individual innovation.