Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study

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Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, unknown): “…that job crafting can foster positive outcomes, such as work identity (Mattarelli & Tagliaventi, 2015), work engagement (Bakker et al., 2012; Harju, Hakanen, & Schaufeli, 2016), person-job ﬁ t (Lu, Wang, Lu, Du, & Bakker, 2014; Tims, Derks, & Bakker, 2016), job satisfaction (Tims, Bakker, &…”
A multilevel study on servant leadership, job boredom and job crafting (2018, background): “Although with a larger sample the estimate could have fallen well within the confidence interval (Cumming and Finch, 2001), it may also be that long-term effects of leadership on job boredom may be difficult to detect, as the construct is found to remain relatively stable over time (Harju et al., 20”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, background): “Previous studies support positive relationships between promotion-oriented crafting and positive indicators of well-being (Harju et al., 2016; M€akikangas et al., 2016) and negative relationships between promotion-oriented crafting and negative indicators of well-being (Harju et al., 2016; Petrou…”