MEDIATION AND MODERATION OF SELF-EFFICACY AND WORK ENGAGEMENT ON THE RELATIONSHIP BETWEEN INNOVATIVE LEADERSHIP AND CHANGE BEHAVIOR
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The objectives of this research were: (1) to identify the factors influencing teachers’ change behavior in higher education institutions in Guangxi Province; (2) to determine whether self-efficacy mediates the relationship between innovative leadership and change behavior; (3) to examine whether work engagement mediates the relationship between innovative leadership and change behavior; (4) to investigate whether self-efficacy moderates the relationship between innovative leadership and change behavior; and (5) to explore whether work engagement moderates the relationship between innovative leadership and change behavior. The research employed proportional stratified random sampling to select 566 teachers from a population of approximately 10,300 faculty members in six universities in Guangxi Province. Data was collected using a five-point Likert scale questionnaire and analyzed through descriptive statistics. To enhance analytical rigor, confirmatory factor analysis was used to validate the measurement model, followed by mediation and moderation analysis and structural equation modeling.
The results indicated that innovative leadership, self-efficacy, and work engagement were significant factors influencing teachers’ change behavior in higher education institutions in Guangxi Province. Self-efficacy demonstrated a positive and significant mediating effect on the relationship between innovative leadership and change behavior. Work engagement also mediated this relationship; however, the mediation effect was negative, indicating a suppressive role. In addition, self-efficacy moderated the relationship between innovative leadership and change behavior, such that the effect of innovative leadership was stronger and positive at lower levels of self-efficacy, weaker but still positive at moderate levels, and weakest and negative at higher levels. Furthermore, work engagement exhibited a moderating effect, whereby higher levels of work engagement strengthened the positive effect of innovative leadership on change behavior, while lower levels weakened this relationship.
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