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

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.

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).