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

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ID: 94598
2020
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Ranked #610 of 862 articles by views in International journal of environmental research and public health

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Abstract
This study seeks to examine how and when job crafting trickles down from leaders to followers in a team context. Drawing on social learning theory, we hypothesize that team leaders' job resources mediate the relationship between team leaders' job crafting and team members' job crafting. Empowering leadership is proposed to strengthen the mediation effect, such that under a stronger (higher) empowering leadership style the relationship between team leaders' job resources and team members' job crafting is further strengthened, thereby positively influencing the overall mediated relationship. We tested our multilevel moderated mediation model with leader-subordinate paired data from 64 work teams in seven Chinese enterprises over two time periods. The results support our hypothesized mediated relationship; however, contrary to our prediction, we find that empowering leadership negatively moderates the relationship between team leaders' job resources and team members' job crafting, and weakens the mediation effect of team leaders' job resources. Theoretical and practical implications are discussed.
Reference Key
xin2020howinternational Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Xin, Xun;Cai, Wenjing;Zhou, Wenxia;Baroudi, Sabrine El;Khapova, Svetlana N;
Journal International journal of environmental research and public health
Year 2020
DOI
E894
URL
Keywords
job resources empowering leadership job crafting leader-subordinate trickle-down effect

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