Leading the Challenge: Leader Support Modifies the Effect of Role Ambiguity on Engagement and Extra-Role Behaviors in Public Employees

Abstract

The assumption of new challenges and services to provide, and the evolution of new technologies in public administration, give employees an important perception of ambiguity when carrying out their work. Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze the moderating effect of the support by the department head in the negative influence of the role ambiguity on the engagement and the extra-role performance behaviors of the employees. The hypothesis is proposed that the support of the department head will mean the transformation of role ambiguity into a challenging job demand with positive results. A total of 315 public employees with administrative staff have participated in this study. Results confirmed that the support of the leader moderates the effects of role ambiguity. The inclusion of this variable as a moderator transforms the influence of role ambiguity on the employees’ engagement into a positive one and reduces their negative effect on extra-role performance behaviors. These results reinforce the role of leader support as a protective element against job demands in public administrations. Theoretical and practical implications and future lines of research are discussed at the end of the work.

Mediating effect of job crafting dimensions on influence of burnout at self-efficacy and performance: revisiting health-impairment process of JD-R theory in public administration

“…This may imply that the levels obtained in the study variables are affected by the characteristics of the sample. However, comparing the results obtained in this work with previous studies in samples of both public administration and private entities (Mañas-Rodríguez et al, 2020;Martínez-Díaz et al, 2020, 2021Díaz-Fúnez et al, 2021) there do not seem to be significant differences in the results of these variables.…”

Influences of Boundary-Spanning Leadership on Job Performance: A Moderated Mediating Role of Job Crafting and Positive Psychological Capital

“…BSL may function as a burden for subordinates as it requires them to carry out extra-role behavior, which has not been previously performed, but PsyCap provides subordinates with the motivation to overcome these psychological pressures and adapt in a healthy and productive way. Since subordinates with a high level of PsyCap believe that they can solve the problem, they take a more active role in the process of setting their own work goals and achieving them and do not give up but look for an appropriate solution when faced with obstacles [54,64]. Based on the above discussion, this study established the following research model (see Figure 1).…”

The Important Role of Emotional Intelligence in Supporting Auditor Performance

“…Role ambiguity is seen from the scope of work that does not know clearly about the limits of duties and responsibilities that must be carried out. Martínez-Díaz et al, (2021) suggest that role ambiguity describes the absence of a response considered sufficient for the work performed by employees. This means that there is no response to accept or reject the results of the work, so employees cannot be sure how well the work has been completed.…”