Beyond In-Role Performance: How Developmental Job Challenges Inspire Leaders’ Extra-Role Behaviors

Although Developmental Job Challenges (DJCs) are widely recognized for cultivating leaders’ managerial skills, leadership effectiveness, and promotability, it remains unclear whether these high-stakes assignments also stimulate leaders’ extra-role contributions. Drawing on identification-based perspectives, this study proposes that DJCs strengthen leaders’ organizational identification—a “we” mindset—thereby increasing the levels of organizational citizenship behaviors (OCBs). Furthermore, the research posits that this positive relationship is moderated by leaders’ growth need strength (GNS). Leaders high in GNS, who actively seek development and growth, are likely to view DJCs as opportunities for professional advancement, thereby enhancing their identification with the organization and exhibiting higher levels of OCBs. In contrast, those low in GNS may regard DJCs as undue burdens, weakening the link between challenging assignments and extra-role behavior. Using a three-wave survey of leader–supervisor dyads (n= 295), the findings support all hypothesized relationships. This study advances the DJC literature by illuminating extra-role outcomes and clarifying the psychological mechanism (organizational identification) and individual difference (GNS) that influence how DJCs shape leaders’ discretionary efforts. Implications are discussed for optimizing developmental assignments that cultivate leaders who go beyond formal role requirements to benefit the broader organization.