How do servant leaders promote engagement? A bottom-up perspective of job crafting

Bibliographic Data

ID13918087
AuthorsRui Yang (0000-0002-2036-0156, corresponding author), Ming Ying (0000-0003-2653-4273), Ying Ming, Jianhong Ma (0000-0002-2712-9184), Rongmian Huo
Year2017
Volume45
Issue11
Pages1815-1827
Publication date2017-12-02
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueSocial Behavior and Personality An International Journal (JOURNAL)
Journal identifiersISSN: 0301-2212 • E-ISSN: 1179-6391
PublisherScientific Journal Publishers Limited (PUBLISHER)
DOI10.2224/sbp.6704
OpenAlexW2771150550
LanguageEN
Citations received12

We drew on the literature addressing servant leadership and job crafting, self-determination theory, and the job demands–resources model, and hypothesized that employees who are supported by servant leadership would craft their own jobs to stay engaged and perform well. Chinese employees ( N = 544) working in various organizations participated in a survey. We found that servant leadership, as evaluated by employees, predicted work engagement and that job crafting played a partial mediating role in this relationship. Results of structural equation modeling offered strong support for the proposed model. Specifically, empowering promoted employees' absorption through task crafting, and emotional healing promoted employees' vigor through relational crafting. Our findings enrich the literature on positive organizational behavior and will help with identifying practical considerations around promoting work engagement

Craft · Leadership style · Management · Perspective (graphical · Political science · Public relations · Servant leadership · Structural equation modeling · Work (physics · Work engagement · Applied Psychology · Job Satisfaction and Organizational Behavior · Motivation and Self-Concept in Sports · Psychology · Social Psychology

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