Psychological Conditions, Transformational Leadership, and Change Oriented Work Engagement for Employee Adaptive Behavior during Public Sector Change
DOI:
https://doi.org/10.38035/gijea.v4i4.1053Keywords:
Change-Oriented Work Engagement, Change Meaningfulness, Psychological Safety, Change Self-Efficacy, Transformational Leadership, Proactive Work Behavior, Championing BehaviorAbstract
This study examines the effects of change meaningfulness, psychological safety, change self-efficacy, and transformational leadership on proactive work behavior and championing behavior through the mediating role of change-oriented work engagement among employees in an Indonesian Government Secretariat Institution undergoing organizational transformation. Using a quantitative survey approach, 414 valid responses were analyzed with PLS-SEM through SmartPLS. The results show that transformational leadership is the strongest predictor of change-oriented work engagement, followed by change self-efficacy and psychological safety, while change meaningfulness has no significant direct effect. Furthermore, change-oriented work engagement significantly mediates the relationship between all predictors and both adaptive behaviors, particularly championing behavior, highlighting its important role in supporting organizational change in the Indonesian public sector.
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