Daily Empowering Leadership and Job Crafting: Examining Moderators

Shangbiao Tang, Guanglei Zhang and Hai-Jiang Wang
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Shangbiao Tang: School of Economics and Management, Southwest Jiaotong University, Chengdu 610000, China
Guanglei Zhang: School of Management, Wuhan University of Technology, Wuhan 430000, China
Hai-Jiang Wang: School of Management, Huazhong University of Science and Technology, Wuhan 430000, China

IJERPH, 2020, vol. 17, issue 16, 1-14

Abstract: 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.

Keywords: daily diary; leader empowering behaviors; proactive motivation; job crafting; work meaning; vigor (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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