Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership

Ferdinando Paolo Santarpia (), Laura Borgogni, Giulia Cantonetti and Sara Brecciaroli
Additional contact information
Ferdinando Paolo Santarpia: Department of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, Italy
Laura Borgogni: Department of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, Italy
Giulia Cantonetti: Department of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, Italy
Sara Brecciaroli: Department of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, Italy

Administrative Sciences, 2024, vol. 15, issue 1, 1-27

Abstract: Organizations are questioning the effectiveness of one-size-fits-all leadership approaches in managing and developing employees. This article proposes that leaders can support employees in crafting their work experience. By integrating the behavioral domains conducive to job crafting, the Michelangelo model and the leadership for organizational adaptability framework, we introduce the crafting leadership model—a behavioral style where leaders adapt their behaviors to employees’ characteristics to co-construct their fit at work and foster the development of both people and organizations—providing a conceptual foundation for identifying its key behavioral facets and highlighting its unique value compared to existing leadership styles. We developed and validated a questionnaire using structural equation modeling. In Study 1 (N = 2137) and Study 2 (N = 1507), the questionnaire was tested for factor structure, reliability, discriminant, and predictive validity. The results supported a higher-order structure of crafting leadership, underlying three distinct behavioral facets: tailoring, person–organization alignment, and catalyst. Results revealed that crafting leadership (a) was distinct from strength-based, servant, and transformational leadership and (b) correlated with and explained additional variance in employee outcomes, namely needs–supplies fit, meaningful work, job-crafting behaviors, work engagement, and turnover intentions. Implications for research and practice are discussed.

Keywords: leadership behavior; crafting leadership; job crafting; needs–supplies fit; work engagement; meaningful work; turnover intentions; scale validation; Michelangelo model; organizational adaptability (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2024
References: View complete reference list from CitEc
Citations:

Downloads: (external link)
https://www.mdpi.com/2076-3387/15/1/8/pdf (application/pdf)
https://www.mdpi.com/2076-3387/15/1/8/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jadmsc:v:15:y:2024:i:1:p:8-:d:1553546

Access Statistics for this article

Administrative Sciences is currently edited by Ms. Nancy Ma

More articles in Administrative Sciences from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().