The Benevolent Leadership and Employee Performance: The Role of Self-Efficacy and Autonomy in SMEs

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Published: Dec 30, 2021
Keywords:
Benevolent Leadership, Self-efficacy, Autonomy, Task Performance, Contextual Performance, Human Resource Management (HRM)

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Faiza Baig
Qamar Ali
Muhammad Shahid Tufail

Abstract

This study intends to examine the impact of benevolent leadership on employees' task performance and contextual performance in Pakistan's Small and Medium Enterprises (SMEs). In doing so, the study illustrates the mediating role of self-efficacy and the moderating role of autonomy in the relationship of BL and employees' task and contextual performance. Data were collected from a sample of 309 respondents from SMEs and analyzed with the help of partial least squares (PLS) and the PROCESS macro techniques. The structural equation model (SEM) results show that self-efficacy mediates the relationship between BL and task and contextual performance in SMEs. The findings of this study also reveal that the impact of BL on task and contextual performance is stronger when employees enjoy a higher level of autonomy. The paper discusses implications for research and practice in the fields of leadership and human resource management (HRM).

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How to Cite
Faiza Baig, F. B., Qamar Ali , Q. A. ., & Muhammad Shahid Tufail , M. S. T. . (2021). The Benevolent Leadership and Employee Performance: The Role of Self-Efficacy and Autonomy in SMEs . Journal of Workplace Behavior, 2(2), 113–129. Retrieved from https://charisma-jwb.com/index.php/jwb/article/view/78
Issue
Vol. 2 No. 2 (2021): Journal of Workplace Behavior
Section
Articles

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