Using the job demands-resources (JD-R) model as a framework, this study aims to deepen the knowledge on how the generation of new personal resources in public employees can be affected by work overload through the behavior of the team leader. Therefore, it tries to answer two questions: What role does role overload play in the interaction between job and personal resources? Is this effect independent of the employee’s level of hierarchical responsibility? 334 public employees from the administrative staff of the public administration located in Spain participated in this research. Participants were 74 managers and 260 subordinates. The results confirm the total moderation effect of role overload, transforming into negative influence of intellectual stimulation on the perception of self-efficacy in subordinates. This does not occur in managers, where the positive effect of intellectual stimulation on perceived self-efficacy is reduced but does not become significant when role overload is included in the equation. This manuscript demonstrates how in work contexts with increased job demands, the influence of employee empowerment policies can become a factor that reduces rather than enhances employees’ personal resources. However, this depends on characteristics, such as hierarchical level.
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