Enhancing adaptive performance through self-leadership: the critical role of work engagement
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