The relationship between self-leadership and organizational commitment, and the roles of job satisfaction and self efficacy

Abstract

Currently, the use of hybrid working models increasingly requires the self-leadership of employees. Self-leadership, as the focus of ideal organizational management, has a positive impact on the individual and can also influence the organization through the individual. In order to provide some inspiration for different ways of retaining talent, this study is designed to illustrate the positive effects of self-leadership on organizational commitment and to test the mediating role of self-efficacy and job satisfaction. This study’s reasoning is based on previous empirical studies’ findings, the two-factor theory, and Mathieu & Zajac’s antecedent and consequence model of organizational commitment. The hypothesis that self-leadership can increase employees’ organizational commitment by influencing self-efficacy and job satisfaction is proposed in this study. This study used a cross-sectional survey, and the data were gathered from 212 employees. The results showed that job satisfaction mediates the positive relationship between self-leadership and organizational commitment (b=0.06, p<0.05), whereas self-efficacy did not act as a mediator.