Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation

Bavık, Ali; Bavik, Yuen Lam; Tang, Pok Man

doi:10.1177/1938965517719282

Cited by 133 publications

(137 citation statements)

References 54 publications

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“…Another important context factor that affects individual proactive behavior is leadership. Some empirical studies have found a positive role of employee-oriented leadership (Lichtenthaler & Fischbach, 2018), empowering leadership (Esteves & Lopes, 2017a;Kim & Beehr, 2018;Thun & Bakker, 2018) and servant leadership (Bavik, Bavik, & Tang, 2017;Harju, Schaufeli, & Hakanen, 2018;Yang, Ming, Ma, & Huo, 2017) in shaping employee approach crafting. Those leaders give autonomy to employees and encourage employees to pursue long-term goals, thereby promoting employees' motivation to craft.…”

Section: Antecedents Of Approach Craftingmentioning

confidence: 99%

Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

2018

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Summary Two dominant perspectives of job crafting—the original theory from Wrzesniewski and Dutton () and the job demands resources perspective from Tims, Bakker, and Derks ()—remain separate in research. To synthesize these perspectives, we propose a three‐level hierarchical structure of job crafting, and we identify the aggregate/superordinate nature of each major job crafting construct. The first level of the structure is job crafting orientation, or approach versus avoidance crafting, which we argue is an essential yet often neglected distinction in the literature. We address the debate surrounding cognitive crafting and identify crafting form (behavioral versus cognitive crafting) as the next hierarchical level of constructs. Finally, we concur that job resources and job demands, or crafting content, capture different ways that individuals craft their jobs. Using this integrated hierarchical structure, we were able to review antecedents and outcomes from both perspectives. We show, for example, that approach crafting in its behavioral form is very similar to other proactive behaviors in the way it functions, suggesting a need for closer synthesis with the broader proactive literature, whereas avoidance crafting appears to be less proactive and often dysfunctional. On the basis of our review, we develop a road map for future research.

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Section: Antecedents Of Approach Craftingmentioning

confidence: 99%

Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

2018

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“…Servant leadership meta-analysis 41 Bambale, Shamsudin, and Subramaniam (2015) Jaramillo et al (2009) Siddiqi (2013) Bavik, Bavik, and Tang (2017) Johnson (2016) Trivers (2009) Bobbio, van Dierendonck, and Manganelli (2012) Liden et al (2015) Tuan (2017) Bouzari and Karatepe (2017) Liden et al (2008) van Dierendonck andNuijten (2011) Brubaker, Bocarnea, Patterson, and Malingumu, Stouten, Euwema, and Babyegeya (2016) Vondey (2010) Chen et al Gilmore, Hu, Wei, Tetrick, and Zaccaro (2013) Li, Yu, Yang, Qi, andFu (2014) Gong, Huang, andFarh (2009) LMX -Creativity Aleksi c, Miheli c, Cerne, and Skerlavaj (2017) Liao, Liu, and Loi (2010) Pan, Wu, Zhou, and Lou (2015) Chughtai (2016) Martinaityte and Sacramento (2013) Tierney, Farmer, and Graen (1999) Huang, Krasikova, and Liu (2016) Meng, Tan, and Li (2017) van Dyne, Jehn, and Cummings (2002) Jiang and Yang (2015) Muñoz-Doyague and Nieto (2012) Volmer, Spurk, and Niessen (2012) Joo ( …”

Section: Continuedmentioning

confidence: 99%

“…Jaramillo et al (2009) Siddiqi (2013) Bavik, Bavik, and Tang (2017) Johnson (2016) Trivers (2009) Bobbio, van Dierendonck, and Manganelli (2012) Liden et al (2015) Tuan (2017) Bouzari and Karatepe (2017)…”

mentioning

confidence: 99%

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Lee

Lyubovnikova

Tian

et al. 2019

J Occupat & Organ Psyc

246

228

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Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual‐ and team‐level behavioural outcomes can be partially explained by trust in the leader, procedural justice, and leader–member exchange. The paper also explores moderators to better establish SL's criterion‐related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry. Practitioner points Servant leadership has predictive validity over other leadership approaches, and therefore, organizations would benefit by developing their current leaders into SLs. Organizations should aim to select SLs into influential positions: Training programmes and selection profiles and processes would need to be aligned and developed to capture attitudes and behaviours associated with SL inside and outside the organization. Servant leaderships should seek to create a culture that positively promotes the development of trust, fairness, and high‐quality leader–follower relationships, as these conditions collectively enable the effects of SL to be transmitted onto desirable follower outcomes.

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“…In this category, researchers have also applied a behavioral modeling framework (Bandura, 1986) to theorize and show that job crafting behaviors can be imitated by coworkers (e.g., Bakker et al, 2016;Demerouti & Peeters, 2018). Finally, researchers have investigated the role of leadership as an antecedent of job crafting, including servant leadership (Bavik et al, 2017;Harju et al, 2018), employee-oriented leadership (Lichtenthaler & Fischbach, 2018b), transformational leadership (Hetland et al, 2018), and the quality of the leader-member exchange relationship (Radstaak & Hennes, 2017). These studies mostly show a positive relationship between a supportive leadership style and approach forms of job crafting, but they provide limited evidence that leadership style affects avoidance crafting.…”

Section: Social Context As Influencing Individual Job Craftingmentioning

confidence: 99%

How coworkers attribute, react to, and shape job crafting

Tims

Parker

2019

Organizational Psychology Review

108

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Job crafting, or proactive changes that individuals make in their job design, can influence and be influenced by coworkers. Although considerable research has emerged on this topic, overall, the way job crafting is responded to by coworkers has received little theoretical attention. The goal of this article is to develop a model that allows for a better understanding of job crafting in interdependent contexts. Drawing on attribution and social information theories, we propose that when job crafting has a negative or positive impact on coworkers, coworkers will make an attribution about the crafter's prosocial motive. This attribution in turn influences whether coworkers respond in an antagonistic or a supportive way toward job crafters. Ultimately, coworkers' reactions shape the experienced affective work outcomes of job crafters. We also theorize the factors that moderate coworkers' reactions to job crafting behaviors and the job crafter's susceptibility to coworker influence.

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Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation

Cited by 133 publications

References 54 publications

Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

How coworkers attribute, react to, and shape job crafting

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