The Power of Empowering Leadership: Trust and Psychological Capital Resulting in Job Crafting

2018 ◽  
Vol 2018 (1) ◽  
pp. 11869
Author(s):  
Minseo Kim ◽  
Terry A Beehr
Keyword(s):  
Psychological Capital ◽  
Job Crafting ◽  
Empowering Leadership

Effect of empowering leadership on the turnover intention of industrial workers

2020 ◽  
Vol 48 (8) ◽  
pp. 1-11
Author(s):  
Chenhui Ouyang ◽  
Yongyue Zhu ◽  
Minyu Guo
Keyword(s):  
Turnover Intention ◽  
Design Theory ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Mediating Effect ◽  
Job Crafting ◽  
Empowerment Theory ◽  
Industrial Workers ◽  
Empowering Leadership ◽  
Moderation Model

We used empowerment theory and job design theory to build a mediated moderation model to examine the relationship between empowering leadership and the turnover intention of industrial workers. Participants were 272 industrial workers in Chinese manufacturing enterprises. Results show that empowering leadership significantly reduced participants' turnover intention and that job crafting exerted a partial mediating effect on the negative correlation between empowering leadership and turnover intention. Participants' proactive personality positively moderated the effect of empowering leadership on their turnover intention, and part of the moderating effect was transmitted via job crafting. Our results have theoretical implications for related research and practical implications for human resource management practices in the manufacturing industry.

Empowering leadership and job crafting: The role of employee optimism

2018 ◽  
Vol 34 (4) ◽  
pp. 573-581 ◽  
Author(s):  
Sylvi Thun ◽  
Arnold B. Bakker
Keyword(s):  
Job Crafting ◽  
Empowering Leadership

A Job Crafting Perspective on Empowering Leadership and Job Performance

2017 ◽  
Vol 2017 (1) ◽  
pp. 13785
Author(s):  
Haijiang Wang ◽  
Eva Demerouti ◽  
Pascale Le Blanc
Keyword(s):  
Job Performance ◽  
Job Crafting ◽  
Empowering Leadership

scholarly journals PENGARUH PSYCHOLOGICAL CAPITAL TERHADAP CAREER SUCCESS DENGAN JOB CRAFTING SEBAGAI VARIABEL MEDIASI

2019 ◽  
Vol 12 (2) ◽  
pp. 225
Author(s):  
Annisa Alfa Setyawan
Keyword(s):  
Career Success ◽  
Hospitality Industry ◽  
Psychological Capital ◽  
Partial Least Square ◽  
Least Square ◽  
Self Report ◽  
Job Crafting ◽  
The Relationship ◽  
Objective Indicators

<p><em>The study examined the relationship between psychological capital and career success with job crafting as mediating variable. This research spread the questionnaire surveying a sample of 200 employees from hospitality industry. Result from partial least square that psychological capital was positively associated with both subjective and objective indicators of career success. Job crafting resulted in higher levels of career success. Together, the findings highlight the role psychological capital and job crafting to facilitate career success employees, consistent using both self-report and significant otther ratings of psychological capital.</em><em> </em><em></em></p>

Job Crafting, Psychological Capital and Work Engagement: An Empirical Evidence of a Sustainable High-Performance GLC

2020 ◽  
Vol 8 (2) ◽  
pp. 55
Author(s):  
Norashikin Hussein ◽  
Nur Suhaila Amiruddin
Keyword(s):  
Work Engagement ◽  
High Performance ◽  
Psychological Capital ◽  
Job Crafting ◽  
Job Resources ◽  
Individual Factors ◽  
Related Factors ◽  
Societal Value ◽  
High Work

Malaysian government linked companies (GLCs) are expected to not only sustain their performance but also to contribute more on the long term business and societal value. Thus, in moving towards this direction, organization needs employees that are energetic and have strong positive connection to their job. The aims of this study are to determine job and individual related factors that influence an individual work engagement. Specifically, this study aims at determining the (1) relationship between job crafting and work engagement; (2) relationship between psychological capital and work engagement. Data were collected from 201 executives level  employees of a high performance GLC in Malaysia. The findings revealed that employees need to have self efficacy and optimism  in order to be engaged in their work. Additionally, social job resources such as feedback and support is also found to be crucial to create high work engagement workforce. This study is significant to the top management, human  resource practitioners, managers and supervisors in understanding job and individual factors that would lead to work engagement. This input is also beneficial in designing jobs and creating programs that would lead to high work engagement among employees

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