Daily Empowering Leadership and Job Crafting: Examining Moderators

Tang, Shangbiao; Zhang, Guanglei; Wang, Haijiang

doi:10.3390/ijerph17165756

Cited by 12 publications

(9 citation statements)

References 49 publications

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“…Second, this study further answers the question of under what conditions job crafting is more positively related to creativity. Although prior studies uncovered several important boundary conditions of job crafting such as personal traits and abilities, job autonomy, perceived organizational support, and organizational change context [ 35 , 73 , 74 ], this study took a workplace diversity lens to explore a contingency to job crafting. We examined perceived status diversity.…”

Section: Discussionmentioning

confidence: 99%

How and When Job Crafting Relates to Employee Creativity: The Important Roles of Work Engagement and Perceived Work Group Status Diversity

Tian

Wang

Rispens

2021

IJERPH

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Creative employees are treasured assets for organizations. However, relatively little is known about what specific actions employees can take to manage their own creative process. Taking a motivational perspective, this study examined how job crafting behaviors positively link to employee creative performance through work engagement, and whether perceived work group status diversity moderates this relationship. We conducted a weekly diary study in which 55 employees from a Chinese energy company were asked to fill in diaries over four consecutive weeks (176 observations in total). Results of the multilevel analyses showed that weekly job crafting behaviors were positively related to weekly creative performance through increasing weekly work engagement. In contrast to our expectation, we found that weekly job crafting behaviors were more positively related to weekly creative performance when perceived work group status diversity was high. In summary, our study suggests that job crafting behaviors are effective actions employees can take to manage their creative processes through increasing work engagement. In addition, we stress that status diversity in existing work environments is an important contextual factor that shapes the job crafting process.

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Section: Discussionmentioning

confidence: 99%

How and When Job Crafting Relates to Employee Creativity: The Important Roles of Work Engagement and Perceived Work Group Status Diversity

Tian

Wang

Rispens

2021

IJERPH

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“…Leadership represents the social context, and demonstrates the significance of relationships with the leader as a catalyst for employee behaviours and outcomes. So far, with regard to job crafting, most analyses have been conducted with reference to transformational leadership (Asfar et al, 2019;Hetland et al, 2018;Naeem et al, 2021;Wang et al, 2017), empowering leadership (Tang et al, 2020;Kim and Beehr, 2021), employee-oriented leadership (Lichtenthaler and Fischbach, 2018b), and servant leadership (Harju et al, 2018). The relationship between transformational leadership and job crafting is not explicit (Wang et al, 2020).…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

Who needs transformational leadership to craft their job? The role of work engagement and personal values

Wojtczuk‐Turek

2022

BJM

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PurposeThe purpose of this paper is to discuss relationships between transformational leadership and job crafting. Using the job demands-resource (JD-R) theory, this study investigates the mediating role of work engagement in the relationship between transformational leadership and job crafting. The author has also tested the moderating roles of personal values.Design/methodology/approachThis study is based on data from 450 knowledge workers representing companies of various sizes from the knowledge-intensive business services (KIBS) sector in Poland. The questionnaires were completed using the computer-assisted telephone interview method. The statistical verification of the mediation and moderation analyses was conducted using macro PROCESS (ver. 3.3).FindingsThe findings show that transformational leadership was positively related to job crafting. Statistical analysis also confirmed the research hypothesis that as a personal resource, self-enhancement values moderate relationships between transformational leadership and work engagement, thus strengthening them. The study integrated research on leadership and personal and organisational resources to examine the collective impact of these variables on employee job crafting.Originality/valueThe study is the first to explore the mediating mechanism (through work engagement) between transformational leadership and job crafting in the context of KIBS companies in Poland.

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“…So, the effective implementation of empowering leadership with mediating variables, goal clarity, and self-efficacy is considered a very dynamic and challenging area of research. Especially to evaluate employees' job performance containing employees of the telecom sector (Tang, Zhang, & Wang, 2020); findings suggest that leaders' empowering behaviors each day strongly affect employees' day-to-day job crafting with high vigor. The current study's main contribution to the literature of leadership theory is indifferent means; firstly, it investigates the relationship between empowering leadership and job performance.…”

Section: Introductionmentioning

confidence: 99%

Investigating Job Performance through Empowering Leadership: A Mediating role of Goal Clarity and Self-Efficacy in the Telecommunication Sector

Ahmad¹,

Qadir²,

Arshad³

2022

Academic Journal of Social Sciences

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This study examines the relationship between empowering leadership and employees' job performance in Pakistan's telecom sector based on the leadership theory. The Telecom sector is suffering from a volatile situation; this demonstrates a lack of empowering leadership, which leads to the employees' job performance. Further, this study explores that goal clarity, and self-efficiency mediate between empowering leadership and employees' job performance. That explains the significance of these two mediators for this study's proposed model. These two variables strengthen the relationship between empowering leadership and employees' job performance. The data was collected from the employees of the Telecom sector of Pakistan. The survey was utilized to collect the information from 331 participants. Structural equation modeling technique was utilized through Smart PLS for analysis of data. Study results reveal that empowering leadership has a positive and significant relationship with the employees' job performance. Secondly, findings show that goal clarity and self-efficacy mediate empowering leadership and job performance. These two variables have a positive and significant relationship with empowering leadership and employees' job performance. This study also has potential implications for the organization's management to work on these aspects to improve the performance of their employees. This study is helpful for the other sectors for improving their performance. Companies' management should work individually and collectively for organization performance. This research contributes to the future research aspect for further analyzing these variables in other sector organizations to test this model. This research also provides direction to researchers to deeply analyze this proposed model by obtaining data through interviews or discourse analysis.

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Daily Empowering Leadership and Job Crafting: Examining Moderators

Cited by 12 publications

References 49 publications

How and When Job Crafting Relates to Employee Creativity: The Important Roles of Work Engagement and Perceived Work Group Status Diversity

How and When Job Crafting Relates to Employee Creativity: The Important Roles of Work Engagement and Perceived Work Group Status Diversity

Who needs transformational leadership to craft their job? The role of work engagement and personal values

Investigating Job Performance through Empowering Leadership: A Mediating role of Goal Clarity and Self-Efficacy in the Telecommunication Sector

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