The assumption of new challenges and services to provide, and the evolution of new technologies in public administration, give employees an important perception of ambiguity when carrying out their work. Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze the moderating effect of the support by the department head in the negative influence of the role ambiguity on the engagement and the extra-role performance behaviors of the employees. The hypothesis is proposed that the support of the department head will mean the transformation of role ambiguity into a challenging job demand with positive results. A total of 315 public employees with administrative staff have participated in this study. Results confirmed that the support of the leader moderates the effects of role ambiguity. The inclusion of this variable as a moderator transforms the influence of role ambiguity on the employees’ engagement into a positive one and reduces their negative effect on extra-role performance behaviors. These results reinforce the role of leader support as a protective element against job demands in public administrations. Theoretical and practical implications and future lines of research are discussed at the end of the work.

Background: This study addresses a critical gap in the literature by examining how optimism can moderate the effects of role conflict specifically among administrative staff at public universities. Role conflict is a prevalent challenge for these workers, who must navigate the demands of various groups with opposing needs, such as the university’s governing body, different professors and researchers, students, and suppliers. This situation can be a stressor that depletes their resources. Previous research has shown the negative impact of role conflict on job satisfaction and performance; however, few studies analyze this relationship in administrative employees at public universities considering their individual characteristics. One individual factor that has been shown to mitigate the negative effects of role conflict is employees’ optimism, but it is necessary to analyze whether this effect is also observed in this uniquely characterized work context and across both sexes (women/men). Objectives: The purpose of this study is to verify whether role conflict has a negative impact on job satisfaction and perceived performance among administrative employees. Additionally, it aims to investigate whether employees’ optimism moderates the negative effects of role conflict on job satisfaction and performance. Moreover, this study will explore whether the effects of role conflict and optimism vary based on the employee’s sex (women/men), considering potential differences in how these factors influence their experiences and outcomes in the workplace. Design and Methods: Data were collected from 334 employees with administrative and customer service roles at a public university (172 men and 162 women). This sample size provides sufficient statistical power to detect significant effects, allows for reliable subgroup analysis by gender, and aligns with typical sample sizes in organizational and psychological research. Results: The results confirm that role conflict has a significantly negative influence on performance through job satisfaction (mediation effect), although only in the men group. Moreover, this process is moderated by optimism (Men: IE =.0733, SE =.028, 95% CI BC from.0210 to.1296; Women: IE =.0312, SE =.046, 95% CI BC from -.0660 to.1146). Conclusions: It is concluded that role conflict negatively affects the perception of one’s own performance among administrative employees. However, while in the men group this relationship is mediated by job satisfaction and moderated by optimism, in women, role conflict directly affects performance. This difference may be due to distinct coping strategies and emotional responses to work demands between men and women, which influence how job satisfaction impacts perceived performance. These findings suggest that interventions aimed at increasing optimism and other personal resources may be particularly effective in mitigating the negative effects of role conflict, especially in men. Nonetheless, in the case of women, it is important to further investigate other potential individual factors that may moderate role conflict, as well as implement strategies that directly reduce stress sources in the workplace.

Using the job demands-resources (JD-R) model as a framework, this study aims to deepen the knowledge on how the generation of new personal resources in public employees can be affected by work overload through the behavior of the team leader. Therefore, it tries to answer two questions: What role does role overload play in the interaction between job and personal resources? Is this effect independent of the employee’s level of hierarchical responsibility? 334 public employees from the administrative staff of the public administration located in Spain participated in this research. Participants were 74 managers and 260 subordinates. The results confirm the total moderation effect of role overload, transforming into negative influence of intellectual stimulation on the perception of self-efficacy in subordinates. This does not occur in managers, where the positive effect of intellectual stimulation on perceived self-efficacy is reduced but does not become significant when role overload is included in the equation. This manuscript demonstrates how in work contexts with increased job demands, the influence of employee empowerment policies can become a factor that reduces rather than enhances employees’ personal resources. However, this depends on characteristics, such as hierarchical level.