How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees

Xin, Xun; Cai, Wenjing; Zhou, Wenxia; Baroudi, Sabrine El; Khapova, Svetlana N.

doi:10.3390/ijerph17030894

Cited by 8 publications

(5 citation statements)

References 62 publications

(127 reference statements)

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“…This study overcomes the suggestions of exploring the role of potential moderators (Jung, Kang, & Choi, 2020;Kim & Beehr, 2018a;Kim, Moon, & Shin, 2018;Zhang, Ke, Frank Wang, & Liu, 2018) with another different sample size i.e. blue or white-collar employees (Kim & Beehr, 2018b) and in a different profession (Y.-H. Lee, Lu, Yang, & Chang, 2019;Xin, Cai, Zhou, Baroudi, & Khapova, 2020) to explore other different outcomes (Kim & Beehr, 2019a). The current study also answers to the call for future research in the meta-analysis of (Schuler, Binnewies, & Bürkner, 2019) where they call to investigate the relationship of JC with burnout, the present study overcome the suggestions of (Kundu, Kumar, & Gahlawat, 2019) to investigate potential mediator between the relationship of EL and individual's job outcomes.…”

Section: Introductionmentioning

confidence: 90%

Empowering Leadership and Occupational Burnout: A Moderated Mediation Model of Employee Optimism, Employee Hardiness and Job Crafting

Chughtai

Rizvi

2020

NRJSS

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Integration of social cognitive theory and hardiness theory, this study aimed to investigate the mediating mechanism of job crafting and the direct effect of empowering leadership that causes occupational burnout with the sample from law enforcement institutions. The authors also tested the moderating effect of employee optimism and employee hardiness between the linkage of job crafting and occupational burnout. To test the proposed hypothesis of this study, 192 participants from the law enforcement institution of Punjab, Pakistan participate in this study voluntarily. The findings of the study suggest that job crafting mediates the relationship between empowering leadership and occupational burnout. Furthermore, the authors found that employee optimism and hardiness moderate the relationship between empowering leadership and occupational burnout. The result of moderated mediation analysis revealed that the indirect effect of empowering leadership on occupational burnout was weakening when employee optimism and hardiness level was high. The findings of this study declared that empowering leadership has adverse consequences on employees’ physical and psychological health that decrease the well-being and employee optimism and hardiness reduce that stress level and enhance the intrinsic motivational level. Top management of law enforcement institutions must focus especially on the psychological health of employees and provide climate and psychological training that mitigates the harmful consequences of empowering leadership. Also, the authors through this study respond to the calls of prior researches as slight researches have studied the negative consequences of empowering leadership.

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Section: Introductionmentioning

confidence: 90%

Empowering Leadership and Occupational Burnout: A Moderated Mediation Model of Employee Optimism, Employee Hardiness and Job Crafting

Chughtai

Rizvi

2020

NRJSS

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“…Most previous studies have either adopted it implicitly or have inspected how job crafting affects the levels of isolated job characteristics (e.g. Tims et al, 2013, see also Shin and Hur, 2019;Xin et al, 2020), whereas empirical evidence on how it may help adjust the balance in one's overall working conditions-job demands and resources taken together-is lacking. This is an important aspect to scrutinize for several reasons.…”

Section: The Definition Of Job Craftingmentioning

confidence: 99%

“…Tims et al. , 2013, see also Shin and Hur, 2019; Xin et al. , 2020), whereas empirical evidence on how it may help adjust the balance in one's overall working conditions—job demands and resources taken together—is lacking.…”

Section: Introductionmentioning

confidence: 99%

The quality of working life from a person-centred perspective: linking job crafting, work environment types and work engagement

Urbanavičiūtė

Lazauskaitė‐Zabielskė

2022

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PurposeThe current study inspects pathways through which job crafting relates to the quality of employees' working lives. To date, this has been mostly done either by linking job crafting to individual job characteristics or by investigating its association with separate aspects of occupational well-being (such as work engagement), whereas empirical evidence about how it may affect one's overall work situation remains scarce.Design/methodology/approachTo address this question, the authors conducted latent profile analyses based on selected job resources and job demands, which allowed the authors to derive distinct work environment patterns prevailing in a heterogeneous sample of 1,064 employees. Four patterns were identified denoting a passive, high-strain, low-strain and optimally balanced work environment types. The authors then tested the hypothesis that job crafting would relate to employees' odds of exposure to these patterns and that the latter would differentiate between high and low work engagement.FindingsApproach job crafting was related to higher odds of being exposed to a favourably balanced work environment, and the reverse was true of avoidance crafting. Work engagement differed as a function of the quality of the work environment. Furthermore, the results suggested a potentially indirect link between approach job crafting and work engagement via exposure to different work environment types, whereas avoidance crafting related to lower work engagement only directly.Originality/valueThe findings contribute to theory testing and practice by providing a holistic representation of the work environment and then interlinking its features with employee proactivity and engagement.

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“…Thus, leaders who display high proactivity are likely to develop followers who also display high proactivity. Xin et al (2020) proposed that subordinates imitate the job crafting of their leaders. Hence, we hypothesize that:…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The Impact of Leader Proactivity on Follower Proactivity: A Chain Mediation Model

Zhang

Cui

2022

Front. Psychol.

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This study aims to explore the linking mechanisms underlying the relationship between leader proactivity and follower proactivity. Drawing on social learning theory, the present research investigates the effects of leader proactivity on follower proactivity by developing a chain mediation model. An analysis of three-wave lagged data (N = 575) on 575 employees of six firms in China shows that leader proactivity is positively related to follower proactivity and that employees’ role breadth self-efficacy (RBSE) and felt responsibility for constructive change (FRCC) mediate this relationship. The analytical results also show that leader proactivity facilitates follower value congruence, which in turn enhances followers’ RBSE and FRCC and ultimately promotes followers’ proactivity. The results extend the current proactivity literature and fill the research gap by investigating the relationship between leader proactivity and follower proactivity. The current study also contributes to the literature by identifying the mediating mechanism of the “can do” and “reason to” mechanisms that link leader proactivity to follower proactivity.

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How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees

Cited by 8 publications

References 62 publications

Empowering Leadership and Occupational Burnout: A Moderated Mediation Model of Employee Optimism, Employee Hardiness and Job Crafting

Empowering Leadership and Occupational Burnout: A Moderated Mediation Model of Employee Optimism, Employee Hardiness and Job Crafting

The quality of working life from a person-centred perspective: linking job crafting, work environment types and work engagement

The Impact of Leader Proactivity on Follower Proactivity: A Chain Mediation Model

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