Effective leadership plays a crucial role in shaping employees’ job performance. However, the connection between leadership styles and performance remains relatively understudied. To address this gap, this study develops a theoretical model of job performance based on two key questions. The first asks whether problem-solving efficacy mediates the influence of leadership styles on job performance. The second examines whether learning flexibility moderates this developmental process. Learning flexibility is defined as the extent to which employees adapt to fluctuating workplace circumstances. Guided by social cognitive theory and conservation of resource theory, this study integrates mediation and moderation perspectives into a unified framework. The research design involves survey data collected from organizational employees and analyzed using structural equation modeling to test the hypothesized relationships. The findings are expected to clarify how leadership styles enhance performance indirectly through problem-solving efficacy, while the strength of these effects depends on employees’ learning flexibility. By articulating both pathways, the study provides theoretical contributions to leadership and performance research and offers practical insights for organizations seeking to foster adaptability and sustained performance in dynamic environments.

Authors:
Choukang Chiu, National Chengchi University, Taiwan
Chieh-Peng Lin, National Yang Ming Chiao Tung University, Taiwan

About the Presenter(s)
Chou-Kang Chiu is a Professor in the Institute of Labir Research at National Chengchi University , Taiwan. His research interests focus on human resource development, organisational behaviour and so on. His work has been published in a variety o

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