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The Impact of Job Crafting on Digital Leadership from the Perspective of Field Theory

In: Proceedings of the 2024 6th International Conference on Economic Management and Model Engineering (ICEMME 2024)

Author

Listed:
  • Tongyang Chen

    (Nanjing Tech University, School of Economics and Management)

  • Yaxing Shi

    (Nanjing Tech University, School of Economics and Management)

  • Ying Chen

    (Nanjing Tech University, School of Economics and Management)

Abstract

In the critical period of the booming digital economy and the digital transformation of enterprises, the traditional leadership model has been challenging to meet the complex needs of modern management, and there is an urgent need for leaders to have digital leadership to cope with the new challenges and opportunities. From the field theory perspective, this study explores the influence mechanism of job crafting on digital leadership within the mediated moderated effects model. By collecting questionnaire data from 374 corporate employees and conducting statistical analysis, the study found that job crafting has a positive impact on digital leadership; employee innovative behavior plays a mediating role between job crafting and digital leadership, and knowledge sharing has a moderating effect on the relationship between job crafting and employee innovative behavior. The results of this study are conducive to a deeper understanding of the role of employee behavior in promoting digital leadership development, providing an essential theoretical basis for developing and enhancing digital leadership.

Suggested Citation

  • Tongyang Chen & Yaxing Shi & Ying Chen, 2025. "The Impact of Job Crafting on Digital Leadership from the Perspective of Field Theory," Advances in Economics, Business and Management Research, in: Lina Zhong & Tang Yao & Chee Yoong Liew & Hongbo Li (ed.), Proceedings of the 2024 6th International Conference on Economic Management and Model Engineering (ICEMME 2024), pages 443-454, Springer.
    • Handle: RePEc:spr:advbcp:978-94-6463-690-1_43
    DOI: 10.2991/978-94-6463-690-1_43
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