HOW DO SERVANT LEADERS PROMOTE ENGAGEMENT? A BOTTOM-UP PERSPECTIVE OF JOB CRAFTING
HOW DO SERVANT LEADERS PROMOTE ENGAGEMENT? A BOTTOM-UP PERSPECTIVE OF JOB CRAFTING
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仆人式领导如何促进敬业度？
DOI：
10.2224/sbp.6704
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发表时间：
2017
影响因子：
1.3
通讯作者：
RONGMIAN HUO
中科院分区：
文献类型：
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作者：
RUI YANG;YING MING;JIANHONG MA;RONGMIAN HUO
我们借鉴了关于佣人领导和工作设计、自我决定理论和工作需求-资源模型的文献，并假设得到佣人领导支持的员工将创造自己的工作，以保持敬业和良好的表现。在不同组织工作的中国员工(N=544)参与了一项调查。我们发现，员工评价的服务型领导对工作敬业度有预测作用，而工作技能在这种关系中起到了部分中介作用。结构方程建模的结果为模型提供了有力的支持。具体地说，授权通过任务构思促进员工的专注力，情感疗愈通过关系构思促进员工的活力。我们的发现丰富了关于积极组织行为的文献，并将有助于确定关于促进工作敬业度的实际考虑。
We drew on the literature addressing servant leadership and job crafting, self-determination theory, and the job demands–resources model, and hypothesized that employees who are supported by servant leadership would craft their own jobs to stay engaged and perform well. Chinese employees (N = 544) working in various organizations participated in a survey. We found that servant leadership, as evaluated by employees, predicted work engagement and that job crafting played a partial mediating role in this relationship. Results of structural equation modeling offered strong support for the proposed model. Specifically, empowering promoted employees’ absorption through task crafting, and emotional healing promoted employees’ vigor through relational crafting. Our findings enrich the literature on positive organizational behavior and will help with identifying practical considerations around promoting work.engagement.