Mobilizing Personal Resources Against Toxic Leadership: A JD-R Perspective on Psychological Capital, Self-Leadership,...

Drawing on the Job Demands-Resources (JD-R) framework, this study examines how psychological capital (PsyCap) translates into employee performance through self-leadership and how this process unfolds under toxic leadership conditions. Extending JD-R theory, we propose that personal resources require behavioral activation mechanisms and function contingently within adverse leadership contexts. Data were collected from 406 employees in the Turkish banking sector. Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4 was utilized to test the proposed conditional process model. This study extends JD-R theory by demonstrating that personal resources are neither automatically performance-producing nor universally protective. Results indicate that PsyCap enhances employee performance through self-leadership, supporting a complementary mediation path where self-leadership serves as the primary conduit for resource mobilization. While toxic leadership negatively impacts performance, PsyCap acts as a demand-contingent buffer, significantly attenuating these detrimental effects as leadership toxicity increases. Additionally, multi-group analysis reveals that internal agency mechanisms are career-stage contingent: seniors use PsyCap as a protective buffer (moderation), while juniors rely more on the behavioral activation (PsyCap to SL) of their resources. By integrating motivational and buffering mechanisms, the findings contribute to global goals for decent work and employee well-being (SDG 3 & 8).