Examining the influence of managerial skills on in-role behavior through role breadth self-efficacy as mediator

This study examines the relationship between managerial skills, role breadth self-efficacy, and in-role behavior through a mediation model grounded in empirical research. A quantitative research design was employed, with hypotheses tested using a self-administered questionnaire distributed to 200 employees of an education-focused agency in Malaysia. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to evaluate measurement and structural models. The findings revealed that managerial skills and role breadth self-efficacy significantly and positively influence in-role behavior. This underscores the critical role of managerial skills in shaping employee behavior by enhancing role breadth self-efficacy. Consequently, organizations are encouraged to adopt strategies to improve managerial skills and foster positive employee behavior. The study’s results provide valuable insights for practitioners, offering a framework to understand the complexity of role breadth self-efficacy concerning managerial skills.