دانلود رایگان مقاله رهبری تحول گرا سازگاری و شغل سازی: نقش تعدیل کننده شناسایی سازمانی

عنوان فارسی
رهبری تحول گرا سازگاری و شغل سازی: نقش تعدیل کننده شناسایی سازمانی
عنوان انگلیسی
Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
37
سال انتشار
2017
نشریه
الزویر - Elsevier
فرمت مقاله انگلیسی
PDF
کد محصول
E4972
رشته های مرتبط با این مقاله
مدیریت
مجله
مجله رفتار حرفه ای - Journal of Vocational Behavior
دانشگاه
دانشکده مدیریت، دانشگاه علم و صنعت Huazhong، چین
کلمات کلیدی
سازگاري كاركنان، تدوين شغل، شناسايي سازمان، رهبري تحول گرا
چکیده

Abstract


In this study, we aim to explore the link between transformational leadership and job crafting. We predict that transformational leadership will stimulate employee job crafting (seeking resources, seeking challenges, and reducing demands) by increasing their adaptability; but that transformational leadership will be less effective when employees have higher levels of organizational identification. We collected data from 185 dyads of subordinates and supervisors. Supervisors rated their own transformational leadership and subordinates’ adaptability, and subordinates rated their own job crafting and organizational identification. Results from structural equation modelling analyses partially supported our hypotheses. In general our findings suggest that transformational leadership is associated with more expansion job crafting (seeking resources and seeking challenges) via adaptability, particularly for employees with lower organizational identification. We conclude that transformational leadership is an important antecedent of employee adaptability and proactivity at work.

نتیجه گیری

Discussion


The present study examined how transformational leadership stimulates employee job crafting via increasing employee adaptability, and how employee identification with the organization influences the effect of transformational leadership. The results showed that transformational leadership had a direct effect on seeking resources; adaptability fully mediated this relationship. The results also supported the conditional indirect effects of transformational leadership on seeking resources and seeking challenges. These findings suggest that transformational leadership seems to be more effective in indirectly fostering expansion job crafting via increasing employee adaptability, especially when employees are less identified with the organization. It appears that transformational leaders encourage employees to enrich their job characteristics by increasing job resources and job challenges (e.g., asking colleagues for advice or learning new working skills). This finding corroborates the study by Piccolo and Colquitt (2006) in which it was found that under transformational leadership, employees tend to experience high levels of skill variety, task identity, task significance, autonomy, and feedback (i.e., core job characteristics, Oldham & Hackman, 2010).


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