When Unclear Roles Undermine Initiative: How Passion, Harmony, and Commitment Sustain Change

What is it about?

This study examines how role ambiguity—uncertainty about job responsibilities—reduces employees’ willingness to engage in change-oriented organizational citizenship behavior (OCB), or voluntary efforts to improve work methods and challenge the status quo. Based on Conservation of Resources theory, unclear expectations deplete emotional energy and discourage proactive, change-focused behavior. Lacking direction, employees conserve resources instead of investing effort in initiatives that enhance organizational effectiveness. Survey data from employees in a large Portuguese transportation company support this explanation. The results show that role ambiguity reduces change-oriented OCB, but three key resources buffer this effect. Passion for work energizes persistence through uncertainty. Peer harmony fosters collaboration and open dialogue when roles are unclear. Affective commitment—emotional attachment to the organization—builds belonging that drives constructive action. Together, these resources sustain voluntary change efforts despite unclear job roles. The findings reveal that proactive engagement under ambiguity depends not only on organizational structure but also on emotional and relational resources. By fostering passion, harmony, and commitment, organizations can transform uncertainty into a catalyst for creativity and change. Rather than viewing unclear roles solely as obstacles, managers can treat them as opportunities to strengthen motivation, communication, and resilience among employees.

Featured Image

Photo by Brooke Cagle on Unsplash

Photo by Brooke Cagle on Unsplash

Why is it important?

This study is unique in demonstrating that work passion, peer harmony, and affective commitment each buffer the negative impact of role ambiguity on change-oriented OCB. Integrating COR theory with emotional and relational perspectives, it highlights how personal enthusiasm, supportive relationships, and organizational attachment jointly preserve employees’ energy and motivation to pursue change, even when job responsibilities are unclear. The research reframes role ambiguity as a test of the organization’s capacity to mobilize its social and emotional resources. It is also timely, given that today’s workplaces increasingly rely on self-directed employees who must navigate shifting roles and expectations. Conducted in Portugal, the study underscores how cultural values of harmony and loyalty enhance resilience under uncertainty. The results provide practical guidance for leaders seeking to maintain innovation and adaptability—showing that when organizations nurture passion, connection, and belonging, employees continue championing progress even amid ambiguity.