1- Department of Industrial and Organizational Psychology, Faculty of Educational Sciences and Psychology, Isfahan University, Isfahan, Iran. , Dr.habarati@gmail.com
2- Department of Industrial and Organizational Psychology, Faculty of Educational Sciences and Psychology, Isfahan University, Isfahan, Iran.
2- Department of Industrial and Organizational Psychology, Faculty of Educational Sciences and Psychology, Isfahan University, Isfahan, Iran.
Abstract: (945 Views)
Purpose: This study examined the role of authentic leadership in enhancing change-oriented organizational citizenship behavior, considering mechanisms of the moderating and mediating role of professional mission and organizational commitment.
Methodology: This research adopted a descriptive‑correlational design. Data were collected from 207 employees in an industrial park in Isfahan using these standardized questionnaires: the Authentic Leadership Questionnaire (ALQ), Change‑Oriented Organizational Citizenship Behavior (OCBQ), Professional Mission (MSQ), and Organizational Commitment (OCQ). The data were analyzed using SPSS 26 and AMOS 24 through structural equation modeling (SEM). Path analysis was employed to evaluate the conceptual model, and hierarchical regression was used to examine the moderating role.
Findings: The results show that authentic leadership has a direct and positive effect on change‑oriented organizational citizenship behavior. Furthermore, professional mission, serving as a moderating variable, strengthens this relationship. On the other hand, organizational commitment plays a partial mediating role in this relationship.
Originality: By simultaneously examining the moderating role of professional mission and the mediating role of organizational commitment in the relationship between authentic leadership and change‑oriented organizational behavior, this study provides a deeper understanding of the psychological mechanisms underlying change‑oriented behaviors. It offers an innovative foundation for designing organizational interventions aimed at enhancing employees' proactive participation in dynamic work environments.
Recommendations: Based on the findings, organizations should first focus on developing authentic leadership among managers to directly foster employees' change‑oriented behaviors. Given the moderating role of professional mission, it is recommended that managers enrich the meaningfulness of work and connect daily tasks to higher organizational goals to strengthen employees' sense of professional mission. Moreover, improving organizational commitment (especially affective commitment) through fair treatment, participation in decision‑making, and organizational support is suggested as an indirect mechanism to promote proactive behaviors in times of change.
Methodology: This research adopted a descriptive‑correlational design. Data were collected from 207 employees in an industrial park in Isfahan using these standardized questionnaires: the Authentic Leadership Questionnaire (ALQ), Change‑Oriented Organizational Citizenship Behavior (OCBQ), Professional Mission (MSQ), and Organizational Commitment (OCQ). The data were analyzed using SPSS 26 and AMOS 24 through structural equation modeling (SEM). Path analysis was employed to evaluate the conceptual model, and hierarchical regression was used to examine the moderating role.
Findings: The results show that authentic leadership has a direct and positive effect on change‑oriented organizational citizenship behavior. Furthermore, professional mission, serving as a moderating variable, strengthens this relationship. On the other hand, organizational commitment plays a partial mediating role in this relationship.
Originality: By simultaneously examining the moderating role of professional mission and the mediating role of organizational commitment in the relationship between authentic leadership and change‑oriented organizational behavior, this study provides a deeper understanding of the psychological mechanisms underlying change‑oriented behaviors. It offers an innovative foundation for designing organizational interventions aimed at enhancing employees' proactive participation in dynamic work environments.
Recommendations: Based on the findings, organizations should first focus on developing authentic leadership among managers to directly foster employees' change‑oriented behaviors. Given the moderating role of professional mission, it is recommended that managers enrich the meaningfulness of work and connect daily tasks to higher organizational goals to strengthen employees' sense of professional mission. Moreover, improving organizational commitment (especially affective commitment) through fair treatment, participation in decision‑making, and organizational support is suggested as an indirect mechanism to promote proactive behaviors in times of change.
Keywords: Authentic Leadership, Change-Oriented Organizational Citizenship Behavior, Professional Mission, Organizational Commitment, Organizational Change.
Type of Study: Research |
Subject:
Development Process
Received: Sep 26 2025 | Accepted: May 25 2026
Received: Sep 26 2025 | Accepted: May 25 2026
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