The role of job crafting in linking empowering leadership and job performance

Abstract

Orientation: Job crafting involves employees proactively shaping their job demands and resources, such as physical or relational job boundaries, leading to positive outcomes such as increased meaningfulness and job performance. Leadership is a key catalyst for job crafting within organisations. This study explores how empowering leadership influences job crafting behaviour and, in turn, impacts job performance.

Research purpose: This research aimed to examine the mediating effect of job crafting on the relationship between empowering leadership and job performance (task and contextual performance).

Motivation for the study: Limited research has explored how empowering leadership shapes employee job crafting behaviours and their subsequent performance. The mechanisms through which leadership drives job crafting remain underexplored.

Research approach/design and method: A quantitative, cross-sectional survey design was used, with data collected from 261 employees.

Main findings: Mediational analyses supported the hypotheses. All job crafting dimensions, except for decreasing hindrance demands, mediated the relationship between empowering leadership and job performance.

Practical/managerial implications: Organisations should foster autonomy, power-sharing, and developmental support to encourage employees to proactively shape their jobs, enhancing performance outcomes.

Contribution/value-add: This study highlights empowering leadership as a key antecedent to job crafting behaviour and underscores its role in promoting proactive workplace behaviours and improved performance.