Mastery Climate and Adaptive Performance: The mediating role of Psychological Safety and Self-Efficacy, and the moderating role of Team Tenure

Abstract

The contemporary workforce places a high demand on employees to exhibit Adaptive Performance (AP) in response to change. As a result, there has been a growing interest among professionals in understanding the determinants of AP. This thesis aspirates to fill a current void in research by providing a more comprehensive understanding of the nomological network of AP, with a specific focus on the pivotal role played by mastery climates in fostering employee AP. By delving into the intricacies of when and how mastery climates exert their influence on AP, this thesis aims to examine the mediating role of psychological safety and self-efficacy, as well as the moderating role of team tenure. Using a cross-sectional survey design, 117 individuals were purposively criterion sampled from nine different IT companies in Norway. The findings demonstrate a positive relationship between perceived mastery climate and AP, wherein self-efficacy partially mediates this relationship. However, no evidence was found supporting the mediating role of psychological safety or the moderating role of team tenure. These findings emphasize the importance of cultivating a mastery climate within organizations and fostering employees’ belief in their abilities to effectively perform tasks and adapt to changing circumstances. Overall, this thesis contributes to the existing body of knowledge on the determinants of AP, addresses existing uncertainties, and provides suggestions for future research endeavors.