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

Author

Listed:
  • Xun Xin

    (Business School, Southwest University of Political Science & Law, Chongqing 401120, China)

  • Wenjing Cai

    (School of Public Affairs, University of Science and Technology of China, Hefei 230026, China
    Department of Management and Organization, Vrije Universiteit Amsterdam, 1081HV Amsterdam, The Netherlands)

  • Wenxia Zhou

    (School of Labor and Human Resources, Renmin University of China, Beijing 100872, China)

  • Sabrine El Baroudi

    (Department of Management and Organization, Vrije Universiteit Amsterdam, 1081HV Amsterdam, The Netherlands)

  • Svetlana N. Khapova

    (Department of Management and Organization, Vrije Universiteit Amsterdam, 1081HV Amsterdam, The Netherlands)

Abstract

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.

Suggested Citation

  • Xun Xin & Wenjing Cai & Wenxia Zhou & Sabrine El Baroudi & Svetlana N. Khapova, 2020. "How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees," IJERPH, MDPI, vol. 17(3), pages 1-15, January.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:3:p:894-:d:314895
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    References listed on IDEAS

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    1. Mayer, David M. & Kuenzi, Maribeth & Greenbaum, Rebecca & Bardes, Mary & Salvador, Rommel (Bombie), 2009. "How low does ethical leadership flow? Test of a trickle-down model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 108(1), pages 1-13, January.
    2. Lu, Xinxin & Xie, Baoguo & Guo, Yongxing, 2018. "The trickle-down of work engagement from leader to follower: The roles of optimism and self-efficacy," Journal of Business Research, Elsevier, vol. 84(C), pages 186-195.
    3. Pablo Ruiz & Carmen Ruiz & Ricardo Martínez, 2011. "Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response," Journal of Business Ethics, Springer, vol. 99(4), pages 587-608, April.
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