Introduction
In today’s dynamic and competitive organizational environments, employees’ ability to engage in voluntary and innovative behaviors such as change-oriented organizational citizenship behavior (CH-OCB) is critical to organizational effectiveness. This study aimed to investigate the effect of individual-focused transformational leadership on ch-ocb through the mediating role of job crafting and the moderating role of employee resilience. By exploring these mechanisms, the research provides deeper insights into how leaders can foster adaptive and proactive behaviors that drive organizational change and innovation.
 
Method
This is an applied and correlational research. The statistical population consisted of 2,487 employees of a petrochemical company located in Mahshahr, Iran, in 2024. Based on Morgan's sampling table, 250 participants were randomly selected, with valid data obtained from 247 respondents. Data collection instruments included the Multifactor Leadership Questionnaire (MLQ; Avolio & Bass, 1995) to measure transformational leadership, the Job Crafting Scale (Tims et al., 2012), the Resilience subscale from the Psychological Capital Questionnaire (PCQ; Luthans et al., 2007), and Choi’s (2007) Change-Oriented OCB Scale. Structural equation modeling (SEM) using AMOS and moderation analyses via the PROCESS macro in SPSS were applied to examine the proposed relationships. To ensure ethical compliance, this study adhered to established research guidelines. Participation was voluntary, and all respondents provided informed consent before completing the questionnaires. Confidentiality and anonymity were strictly maintained, with no personally identifiable information collected. The research objectives and procedures were clearly explained to participants, and they were assured of their right to withdraw without consequences. Data were used solely for academic purposes, and findings were reported in aggregate form to prevent individual identification. The study protocol was reviewed to minimize any potential psychological or professional risks to participants. Additionally, necessary approvals were obtained from the relevant organizational authorities before data collection.
 
Results
The findings revealed that Individual-focused Transformational Leadership had significant positive direct effect on Job Crafting (β = 0.42, p‌<‌0.001) and Change-Oriented OCB (β = 0.25, p < 0.001). Furthermore, Job Crafting significantly predicted Ch-OCB (β = 0.35, p < 0.001) and acted as a mediator in the relationship between leadership and Ch-OCB (indirect effect β = 0.15). Additionally, Employee Resilience significantly moderated the relationship between Transformational Leadership and Ch-OCB (interaction β = 0.15, p = 0.013), such that the impact of leadership on Ch-OCB was stronger for employees with higher resilience. The moderated mediation analysis further confirmed that the indirect effect of leadership on Ch-OCB through Job Crafting was enhanced by Employee Resilience (Index of Moderated Mediation = 0.10, p = 0.013). Model fit indices (e.g., CFI = 0.944, RMSEA = 0.061) confirmed a good fit for the proposed conceptual model.
 
Discussion
The results suggested that Individual-focused Transformational Leadership fosters employees’ voluntary and innovative behaviors by activating internal mechanisms such as job crafting and leveraging personal psychological resources like resilience. Organizations that aim to promote change-oriented citizenship behavior should invest in transformational leadership development, while also designing systems that enhance employee resilience and encourage proactive job crafting. These findings offer valuable insights for human resource professionals and organizational leaders seeking to strengthen adaptive, creative, and change-ready workforces in dynamic environments