Self-Directed Learning as a Catalyst for Sustainable Management: A Job Demand Resources Perspective

Abstract

This research article explores the impact of lifelong learning as an individual posture on sustainable managerial behavior within organizations. Utilizing the Job-Demand Resource framework, we investigate the potential connections between a self-directed learning posture and sustainable managerial practices, with work engagement posited as a mediator and organization-based self-esteem as a moderator. Our findings suggest that managers with a strong orientation towards self-directed learning are more likely to engage in environmentally friendly managerial behaviors, with dedication, vigor, and absorption acting as enhancers of these sustainable practices. Furthermore, this relationship is strengthened by managers' perceptions of their efficacy, significance, and worthiness within the organization. The study contributes to theoretical advancements by emphasizing the significance of individual resources, such as self-directed learning, in shaping sustainable managerial behavior. By leveraging the Job-Demand Resource framework, we identify mechanisms linking personal attributes to environmentally friendly practices among managers. Additionally, examining work engagement as a mediator and organization-based self-esteem as a moderator provides deeper insights into the black box of this relationship.