Daily transformational leadership and employee job crafting: The role of promotion focus

By Jørn Hetland, Hilde Hetland, Arnold B. Bakker, Evangelia Demerouti. European Management Journal, 2018

179 citations recorded by the source corpus.

Transformational leaders are expected to challenge their followers to take greater ownership of their work, allowing the leader to align followers with tasks that enhance their performance. In the present study, we hypothesize that transformational leadership is positively related to followers' job-crafting behaviour - proactive behaviour aimed at optimizing job demands and job resources. Moreover, we argue that followers' promotion focus (i.e. being driven by growth and development needs) positively moderates this relationship. Data were collected from 107 employees from Norwegian knowledge-based organizations (response = 93.2%). Participants responded to a general questionnaire and five daily diary questionnaires (total N = 535 occasions). The results of multilevel analyses revealed partial support for our hypotheses. Followers' day-level perception of their leader's transformational behaviour was positively related to followers' day-level job crafting in the form of increasing structural and social resources. Moreover, daily transformational leadership was particularly beneficial for job crafting when followers scored high (vs. low) on the trait promotion focus. We conclude that transformational leaders can encourage their followers' use of job crafting, and that employees' promotion focus facilitates this effect.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/860d0ee9b251d0818b78c10b85d4abbf3b273f3a

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In Applied Psychology

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Engaging leader – Engaged employees? A cross-lagged study on employee engagement (2019, result): “Moreover, the idea of shorter time lags is in line with recent findings (Hetland et al., 2018) that indicate that supportive leadership can influence employee outcomes on a day-today basis.”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “This means that when leaders use more intellectual stimulation and individual consideration, their followers experience the trust and selfefficacy needed to engage in proactive work behaviors such as job crafting (see also, Hetland et al., 2018).”
How coworkers attribute, react to, and shape job crafting (2019, background): “, 2018), employee-oriented leadership (Lichtenthaler & Fischbach, 2018b), transformational leadership (Hetland et al., 2018), and the quality of the leader–member exchange relationship (Radstaak & Hennes, 2017).”