Transformational Leadership and Job Crafting

Xu Xu () and Yuanlu Niu ()
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Xu Xu: Henderson State University, School of Business
Yuanlu Niu: University of Arkansas, Department of Rehabilitation, Human Resources and Communication Disorders, College of Education and Health Professions

Chapter 13 in Leadership After COVID-19, 2022, pp 221-236 from Springer

Abstract: Abstract As we reimagine normalcy together, there is an increased need for modification of leadership style and tasks at work. Faster business cycles caused by COVID-19 accelerate the shift away from classic authoritarian leadership to more bottom-up models. With disruptions from the global pandemic, employees facing new challenges also seek out more self-initiated adjustments to their jobs. We suggest that transformational leaders could develop and cultivate employee job crafting to increase work engagement and utilize it as a communication tool to create shared visions. Transformational leaders can guide employees to initiate changes and connect individual tasks or jobs to the organization’s overarching purpose. Given the increasing uncertainty brought by the crisis, the visions and challenges are continually evolving and require crafting throughout the organization. We propose that shaping a climate of psychological safety is crucial for the organization to craft and update their journey together during this volatile time.

Keywords: Transformational leadership; Job crafting; Psychological safety; Shared vision; Work engagement; Formalization; Organizational change readiness (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:fuobcp:978-3-030-84867-5_13

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DOI: 10.1007/978-3-030-84867-5_13

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