Exploring the Impact of Adaptive Leadership on Champion Behaviour: The Sequential Mediating Role of Psychological Empowerment, Resilience and Self-Efficacy

Abstract

This study investigates the effect of adaptive leadership on championing behavior among mid-level managerial employees in Pakistan's public sector, with a particular focus on the sequential mediating roles of psychological empowerment, self-efficacy, and resilience. Data were collected from 309 respondents using a purposive sampling technique, yielding a response rate of 61.8%. A self-administered questionnaire was used for primary data collection, and Structural Equation Modeling (SEM) was employed to test the hypothesized relationships. The main hypothesis posited that adaptive leadership positively influences championing behavior through the sequential mediation of psychological empowerment, self-efficacy, and resilience. The results provided full support for the proposed model, demonstrating that adaptive leadership significantly enhances employees’ sense of empowerment, strengthens their belief in their abilities, fosters resilience, and ultimately promotes championing behavior. These findings highlight the strategic importance of adaptive leadership in driving innovation and proactive behaviors in dynamic public sector environments.