Daily Empowering Leadership and Job Crafting: Examining Moderators

Shangbiao Tang; Guanglei Zhang; Hai-Jiang Wang

doi:10.3390/ijerph17165756

Daily Empowering Leadership and Job Crafting: Examining Moderators

Int J Environ Res Public Health. 2020 Aug 9;17(16):5756. doi: 10.3390/ijerph17165756.

Authors

Shangbiao Tang¹, Guanglei Zhang², Hai-Jiang Wang³

Affiliations

¹ School of Economics and Management, Southwest Jiaotong University, Chengdu 610000, China.
² School of Management, Wuhan University of Technology, Wuhan 430000, China.
³ School of Management, Huazhong University of Science and Technology, Wuhan 430000, China.

Abstract

In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader day_T (a certain day) empowering behaviors are more strongly related to employee day_T+1 (next day after the certain day) job crafting when employee day_T work meaning is low and employee day_T+1 vigor is high. Our findings suggest that only under certain conditions can empowering leadership promote employee job crafting on a daily basis.

Keywords: daily diary; job crafting; leader empowering behaviors; proactive motivation; vigor; work meaning.

Publication types

Research Support, Non-U.S. Gov't

MeSH terms

Humans
Job Satisfaction
Leadership*
Motivation*
Power, Psychological