Business School, Southwest University of Political Science & Law, Chongqing 401120, China.
School of Public Affairs, University of Science and Technology of China, Hefei 230026, China.
Int J Environ Res Public Health. 2020 Jan 31;17(3):894. doi: 10.3390/ijerph17030894.
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.
这项研究旨在探讨在团队环境中，工作重塑是如何以及何时从领导者向下传递给下属的。本研究以社会学习理论为基础，提出假设认为团队领导的工作资源在团队领导的工作重塑与团队成员的工作重塑之间起中介作用。授权型领导被认为可以增强这种中介效应，即在更强（更高）的授权型领导风格下，团队领导的工作资源与团队成员的工作重塑之间的关系进一步增强，从而积极影响整体中介关系。我们使用来自中国七家企业的 64 个工作团队在两个时间段的领导-下属配对数据，对我们的多层次调节中介模型进行了检验。结果支持了我们假设的中介关系；然而，与我们的预测相反，我们发现授权型领导负向调节了团队领导的工作资源与团队成员的工作重塑之间的关系，并削弱了团队领导的工作资源的中介效应。本文讨论了理论和实践意义。
