Linking job autonomy to helping behavior: A moderated mediation model of transformational leadership and mindfulness

Abstract The current study explores a psychological mechanism and boundary conditions on the relationship between job autonomy and helping behavior. Using the conservation of resources theory, we investigated whether job autonomy is related to helping behavior through mindfulness. Moreover, we tested the moderating role of transformational leadership on the direct effect of job autonomy on mindfulness and the indirect effect of job autonomy on helping behavior via mindfulness. We used two time-lagged data sets across two studies ( N = 252 employees in Study 1 and N = 182 employees in Study 2) conducted in Taiwan. Study 1 supported the proposed hypotheses, and the results were replicated in Study 2, which found that job autonomy was positively related indirectly to helping behavior through mindfulness. In addition, the results of Study 2 provided additional support for transformational leadership as a moderator on the direct and indirect effects of job autonomy on mindfulness and helping behavior. Specifically, the direct effect of job autonomy on mindfulness and the indirect effect of job autonomy on helping behavior via mindfulness were stronger when transformational leadership was high compared to low.