Linking job control and job performance via thinking styles: the moderating role of knowledge-oriented leadership

The theory of mental self-government, referred to as thinking styles, describes individuals’ preferred approaches to applying their abilities. Using a cross-sectional design, this study examines how thinking styles are associated with the relationship between knowledge workers’ perceived job control and job performance, while also exploring the moderating role of knowledge-oriented leadership. The results indicate that legislative and judicial thinking partially mediate the relationship between perceived job control and job performance. The findings further suggest that perceived job control strengthens its relationship with job performance through legislative thinking. Furthermore, knowledge-oriented leadership significantly moderates this process, amplifying the impact of legislative thinking on performance outcomes. These findings suggest that organisations may support employees’ job performance and potentially strengthen organisational intellectual capital through human resource development practices such as intellectual stimulation, learning encouragement, and knowledge sharing.