Daily Empowering Leadership and Job Crafting
Examining Moderators
Bibliographic Data
| ID | 15480965 |
|---|---|
| Authors | Shangbiao Tang (Southwest Jiaotong University), Guanglei Zhang (0000-0002-4451-6047, Wuhan University of Technology, corresponding author), Hai‐jiang Wang (0000-0002-3211-8869, Huazhong University of Science and Technology) |
| Year | 2020 |
| Volume | 17 |
| Issue | 16 |
| Pages | 5756-5756 |
| Publication date | 2020-08-09 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Environmental Research and Public Health (JOURNAL) |
| Journal identifiers | ISSN: 1661-7827 • E-ISSN: 1660-4601 |
| Publisher | Multidisciplinary Digital Publishing Institute (PUBLISHER • CH) |
| DOI | 10.3390/ijerph17165756 |
| PMID | 32784889 |
| OpenAlex | W3047681921 |
| Language | EN |
| Citations received | 2 |
| References cited | 43 |
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
Contingency · Contingency theory · Employee engagement · Job performance · Job satisfaction · Knowledge management · Meaning (existential · Political science · Public relations · Applied Psychology · Computer Science · Job Satisfaction and Organizational Behavior · Psychological Well-being and Life Satisfaction · Psychology · Social Psychology · Workplace Spirituality and Leadership
Design Your Own Job Through Job Crafting
Social Structural Characteristics of Psychological Empowerment.
Job Demands–Resources Theory
Linking Empowering Leadership and Employee Creativity
Diary Studies in Organizational Research
Making Things Happen
Substitutes for leadership
“You Wouldn’t Like Me When I’m Sleepy”
To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance.
The Meaning Maintenance Model
Development and validation of the job crafting scale
Crafting a Job
Redesigning Work Design Theories
Cutoff criteria for fit indexes in covariance structure analysis
The job demands-resources model of burnout.
The Oxford Handbook of Leadership and Organizations
The Measurement of Work Engagement With a Short Questionnaire
Toward a Contingency Model of Leadership and Psychological Empowerment
Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors
Perceiving and responding to challenges in job crafting at different ranks
The empowering leadership questionnaire
Crafting a job on a daily basis
Work‐related flow and energy at work and at home
Differential effects of empowering leadership on in-role and extra-role employee behaviors
| Unique citing works | 2 |
|---|---|
| Citations per year | 0,4 |
| Citation span | 2021 - 2021 (1) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 2 |