Purpose: Employees’ adaptive performance is critical for responding effectively to dynamic and uncertain work environments. This study addresses inconsistent findings regarding the role of motivational mechanisms in linking psychological capital to adaptive performance by examining the mediating role of work engagement.
Method: A quantitative survey design was employed, involving 158 employees from the Sales and Field Management Division of PT Fastrata Buana. Data were analyzed using mediation regression.
Results: The findings reveal that work engagement does not mediate the relationship between psychological capital and adaptive performance (β = 0.002, p = 0.973). Psychological capital significantly influences work engagement (β = 0.643, p = 0.001), while work engagement does not significantly predict adaptive performance (β = 0.087, p = 0.249). Instead, psychological capital exerts a significant direct effect on adaptive performance (β = 0.625, p = 0.001), indicating that employees’ personal resources play a central role in enabling adaptability to changing work demands.
Conclusion: These findings challenge the assumption in JD-R Theory that motivational states universally mediate the effects of personal resources, suggesting that psychological capital may function as a proximal driver of adaptive performance independent of work engagement. The results indicate a significant direct effect of psychological capital on adaptive performance (β = 0.625, p = 0.001). Unlike prior studies emphasizing mediation mechanisms, this study supports a direct-effect model of psychological capital on adaptive performance and highlights the importance of developing psychological capital to enhance employee adaptability in dynamic organizational environments.
Eimy Lasianthera Susanto, Frikson Christian· Proceeding of International...· 0 citations
Abstract
Purpose: This study aims to examine the mediating role of work engagement in the relationship between self-leadership and adaptive performance within the framework of the job demands–resources (JD-R) theory at an insurance company in Indonesia. Specifically, self-leadership as a critical personal resource that enhances adaptive performance through a motivational mechanism.
Method: A quantitative cross-sectional survey design was employed involving 155 sales force agency from Zurich Topas Life (70 males and 85 females). Data were collected using the adaptive performance scale (α = 0.92), the abbreviated self-leadership questionnaire (α = 0,86), and the Utrecht work engagement scale (UWES-17) (α = 0.93). The proposed mediation model was tested using path analysis with the sobel test.
Results: Work engagement partially mediated the relationship between self-leadership and adaptive performance (z = 3.30, p = 0,001), indicating the presence of both direct and indirect effects, with medium effect size. This suggests that self-leadership influences adaptive performance both directly and indirectly through enhanced work engagement, highlighting the importance of motivational processes in translating personal resources into performance outcomes.
Conclusion: This study extends the JD-R theory by demonstrating that self-leadership functions as a strategic personal resource that drives adaptive performance through a motivational pathway of work engagement. The results underscore the importance of fostering both self-leadership and work engagement to enhance employee adaptability in dynamic and uncertain work environments. Practically, organizations should invest in self-leadership development programs and engagement-enhancing practices, such as job enrichment and autonomy support, to strengthen employees’ capacity to respond effectively to change.
Keywords: adaptive performance; JDR Theory; self-leadership; work engagement
Fredy Limpahala, Frikson Christian· Proceeding of International...· 0 citations
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