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Leão, Í., Caetano, A. & Junça Silva, A. (N/A). The influence of self-leadership on adaptive performance: The mediating effect of proactivity and job satisfaction. Evidence-based HRM. N/A

Í. Leão et al.,  "The influence of self-leadership on adaptive performance: The mediating effect of proactivity and job satisfaction", in Evidence-based HRM, vol. N/A, N/A

@article{leãoN/A_1776752417385,
	author = "Leão, Í. and Caetano, A. and Junça Silva, A.",
	title = "The influence of self-leadership on adaptive performance: The mediating effect of proactivity and job satisfaction",
	journal = "Evidence-based HRM",
	year = "N/A",
	volume = "N/A",
	number = "",
	doi = "10.1108/EBHRM-09-2025-0431",
	url = "https://www.emerald.com/ebhrm"
}

TY  - JOUR
TI  - The influence of self-leadership on adaptive performance: The mediating effect of proactivity and job satisfaction
T2  - Evidence-based HRM
VL  - N/A
AU  - Leão, Í.
AU  - Caetano, A.
AU  - Junça Silva, A.
PY  - N/A
SN  - 2049-3983
DO  - 10.1108/EBHRM-09-2025-0431
UR  - https://www.emerald.com/ebhrm
AB  - Purpose
This study aims to address a gap in the literature about the simultaneous impact of behavioural and emotional pathways on adaptive performance. Specifically, it examines a dual mediation approach to analyse the relationship between self-leadership and adaptive performance via proactivity (behavioural) and job satisfaction (affective).
Design/methodology/approach
Data from 423 employees across multiple sectors were collected through a validated online survey. Mediation analyses assessed direct, indirect and sequential effects of self-leadership on adaptive performance via proactivity and job satisfaction.
Findings
Self-leadership was positively related to adaptive performance (B = 0.29, p < 0.001), and indirect effects were observed via proactivity (B = 0.29, p < 0.001) and job satisfaction (B = 0.20, p < 0.001). The sequential mediation route was significant as well (B = 0.28, p < 0.001). The complete model explained 37% of the variance in adaptive performance.
Research limitations/implications
The cross-sectional design limits causal inference. Future longitudinal studies are needed. The findings extend self-leadership theory by integrating dual mediators that explain how the combined behavioural and cognitive strategies of self-leadership foster adaptability.
Practical implications
These results provide evidence-based direction for human resource management. Organisations should actively promote self-leadership development through targeted training focused on cognitive and behavioural strategies. Managers need to create a workplace that encourages people to be proactive and happy with their jobs. These are two important approaches to build resilience. Investing in these mechanisms can cultivate healthier and autonomous workplaces for competitive advantage.
Social implications
This study highlights the broader societal relevance of strengthening human agency at work. In environments characterized by rapid organisational, technological, and economic change, developing these internal resources supports more adaptable and stable labour systems, enhances workforce resilience, and promotes sustainable employability.
Originality/value
This study presents a dual-mechanism model that incorporates both behavioural and affective pathways, enhancing theoretical comprehension of adaptability and providing a framework for human resource development in dynamic environments.
ER  -