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Article

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

1
Business School, Southwest University of Political Science & Law, Chongqing 401120, China
2
School of Public Affairs, University of Science and Technology of China, Hefei 230026, China
3
Department of Management and Organization, Vrije Universiteit Amsterdam, 1081HV Amsterdam, The Netherlands
4
School of Labor and Human Resources, Renmin University of China, Beijing 100872, China
*
Authors to whom correspondence should be addressed.
Int. J. Environ. Res. Public Health 2020, 17(3), 894; https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17030894
Received: 26 December 2019 / Revised: 16 January 2020 / Accepted: 24 January 2020 / Published: 31 January 2020
(This article belongs to the Special Issue Occupational Health Psychology)
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. View Full-Text
Keywords: leader-subordinate; job crafting; job resources; empowering leadership; trickle-down effect leader-subordinate; job crafting; job resources; empowering leadership; trickle-down effect
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MDPI and ACS Style

Xin, X.; Cai, W.; Zhou, W.; Baroudi, S.E.; Khapova, S.N. How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees. Int. J. Environ. Res. Public Health 2020, 17, 894. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17030894

AMA Style

Xin X, Cai W, Zhou W, Baroudi SE, Khapova SN. How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees. International Journal of Environmental Research and Public Health. 2020; 17(3):894. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17030894

Chicago/Turabian Style

Xin, Xun, Wenjing Cai, Wenxia Zhou, Sabrine E. Baroudi, and Svetlana N. Khapova 2020. "How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees" International Journal of Environmental Research and Public Health 17, no. 3: 894. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17030894

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