A Test of Job Demands and Resources Theory for Leaders and Subordinates Change-Related Behaviors: A Perspective from Emerging Economy

Muhammad Salman  Chughtai; Yasra  Khalid; Iqra  Mushtaque; Lenny  Yusrini; Nasreen Akhtar

doi:10.62270/jirms.vi.34

Authors

Muhammad Salman Chughtai 1Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan
Yasra Khalid Department of Business Administration, University of Sahiwal, Sahiwal
Iqra Mushtaque Department of Psychology, BZU Bahadur Sub-Campus, Layyah, Pakistan
Lenny Yusrini Travel Operation Department, Universitas Asa Indonesia, Jakarta, Indonesia
Nasreen Akhtar Department of Public Administration, GC Women University, Faisalabad

DOI:

https://doi.org/10.62270/jirms.vi.34

Keywords:

Change-Oriented Leadership, Change Self-Efficacy, Proactive Personality, Felt Obligation, Change-Oriented Organizational Citizenship Behaviors, Job Demands, Resources Theory

Abstract

Purpose - The present study investigates the intervening mechanism of change self-efficacy between the change-oriented leadership and change-oriented organizational citizenship behaviors relationship. This study also examines the moderating role of proactive personality between change-oriented leadership and change self-efficacy relationship and the moderating role of felt obligation between the relationship of change self-efficacy and change-oriented organizational citizenship behaviors.

Design/methodology/approach - The proposed model was tested using simple random sampling with a time-lagged technique; 394 subordinates and 149 immediate supervisors/managers who were full-time employees of manufacturing sector organizations freely joined the survey process. Through different statistical methods, proposed hypotheses (direct, mediation, and moderation) were analyzed using SPSS v.25, PROCESS-macro, and Smart-PLS.

Findings - The present study reveals that change self-efficacy partially mediates the change-oriented leadership and change-oriented organizational citizenship behaviors relationship. Furthermore, a proactive personality moderates the relationship between change-oriented leadership and change self-efficacy, and felt obligation moderates the change self-efficacy and change-oriented organizational citizenship behaviors link.

Research Limitations/implications - For successful implementation of change strategies, this study highlights the significance of subordinates' extra-role activities, which can be attained using leadership's value in assisting them to build their self-confidence and engage in actions outside their job description. The present also enlightens the worth of personality for improving change self-efficacy and the psychological state, i.e., a sense of responsibility for positive change, which encourages them to show extra-role behaviors.

Originality/value of the results - The present study guides practitioners and policymakers to understand the role of leadership, personality attributes, and psychological states, i.e., self-efficacy and felt obligation for the success of organizational change strategies. Also, leadership enthusiasm during organizational change boosts subordinates' ability to handle challenging situations, which leads to extra-role activities. Subordinates can also successfully adopt and support organizational change strategic planning through motivation, encouragement, and higher self-confidence.