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Daily transformational leadership and employee job crafting: The role of promotion focus

Author

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  • Hetland, Jørn
  • Hetland, Hilde
  • Bakker, Arnold B.
  • Demerouti, Evangelia

Abstract

Transformational leaders are expected to challenge their followers to take greater ownership of their work, allowing the leader to align followers with tasks that enhance their performance. In the present study, we hypothesize that transformational leadership is positively related to followers' job-crafting behaviour – proactive behaviour aimed at optimizing job demands and job resources. Moreover, we argue that followers' promotion focus (i.e. being driven by growth and development needs) positively moderates this relationship. Data were collected from 107 employees from Norwegian knowledge-based organizations (response = 93.2%). Participants responded to a general questionnaire and five daily diary questionnaires (total N = 535 occasions). The results of multilevel analyses revealed partial support for our hypotheses. Followers' day-level perception of their leader's transformational behaviour was positively related to followers' day-level job crafting in the form of increasing structural and social resources. Moreover, daily transformational leadership was particularly beneficial for job crafting when followers scored high (vs. low) on the trait promotion focus. We conclude that transformational leaders can encourage their followers' use of job crafting, and that employees' promotion focus facilitates this effect.

Suggested Citation

  • Hetland, Jørn & Hetland, Hilde & Bakker, Arnold B. & Demerouti, Evangelia, 2018. "Daily transformational leadership and employee job crafting: The role of promotion focus," European Management Journal, Elsevier, vol. 36(6), pages 746-756.
    • Handle: RePEc:eee:eurman:v:36:y:2018:i:6:p:746-756
    DOI: 10.1016/j.emj.2018.01.002
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    Cited by:

    1. Banta Karollah & Yuli Monita & Vilzati Vilzati & Muhammad Muhammad & Mahdani Ibrahim, 2020. "The practice of job crafting and its impact on job outcomes: An empirical study," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 9(5), pages 192-199, September.
    2. Tiphaine Huyghebaert-Zouaghi & Sophie Berjot & Baptiste Cougot & Nicolas Gillet, 2021. "Psychological and Relational Conditions for Job Crafting to Occur," Post-Print hal-03071744, HAL.
    3. SuJin Son & Jae Young Lee, 2023. "When Humble Leaders Enhance Employee Job Crafting: The Role of Gender and Trust in Leaders," SAGE Open, , vol. 13(3), pages 21582440231, July.
    4. Rukuan Xue & Hyung Rok Woo, 2022. "Influences of Boundary-Spanning Leadership on Job Performance: A Moderated Mediating Role of Job Crafting and Positive Psychological Capital," IJERPH, MDPI, vol. 19(19), pages 1-13, October.
    5. Agnieszka Springer & Katarzyna Walkowiak & Arnold Bernaciak, 2020. "Leadership Styles of Rural Leaders in the Context of Sustainable Development Requirements: A Case Study of Commune Mayors in the Greater Poland Province, Poland," Sustainability, MDPI, vol. 12(7), pages 1-15, March.
    6. Nikolova, Irina & Schaufeli, Wilmar & Notelaers, Guy, 2019. "Engaging leader – Engaged employees? A cross-lagged study on employee engagement," European Management Journal, Elsevier, vol. 37(6), pages 772-783.
    7. Huatian Wang & Peikai Li & Shi Chen, 2020. "The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review," IJERPH, MDPI, vol. 17(21), pages 1-29, October.
    8. Yuan Li & Xiyuan Li & Yujing Liu, 2021. "How Does High-Performance Work System Prompt Job Crafting through Autonomous Motivation: The Moderating Role of Initiative Climate," IJERPH, MDPI, vol. 18(2), pages 1-15, January.
    9. Shangbiao Tang & Guanglei Zhang & Hai-Jiang Wang, 2020. "Daily Empowering Leadership and Job Crafting: Examining Moderators," IJERPH, MDPI, vol. 17(16), pages 1-14, August.
    10. Man Zhang & Fan Wang & Anupam Kumar Das, 2020. "Work–Family Conflict on Sustainable Creative Performance: Job Crafting as a Mediator," Sustainability, MDPI, vol. 12(19), pages 1-15, September.
    11. Bruning, Patrick F. & Hsin-Chen Lin, & Hsu, Ching-Yi, 2022. "Crafting solutions to leadership demands for well-being and effectiveness," Business Horizons, Elsevier, vol. 65(5), pages 603-615.
    12. Korzynski, Pawel & Kozminski, Andrzej Krzysztof & Baczynska, Anna & Haenlein, Michael, 2021. "Bounded leadership: An empirical study of leadership competencies, constraints, and effectiveness," European Management Journal, Elsevier, vol. 39(2), pages 226-235.
    13. Pengfei Cheng & Zhuangzi Liu & Linfei Zhou, 2023. "Transformational Leadership and Emotional Labor: The Mediation Effects of Psychological Empowerment," IJERPH, MDPI, vol. 20(2), pages 1-15, January.
    14. Alessio Gori & Alessandro Arcioni & Eleonora Topino & Letizia Palazzeschi & Annamaria Di Fabio, 2021. "Constructing Well-Being in Organizations: First Empirical Results on Job Crafting, Personality Traits, and Insight," IJERPH, MDPI, vol. 18(12), pages 1-16, June.

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