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dc.contributor.authorKim, Minseo
dc.contributor.authorBeehr, Terry A
dc.date.accessioned2019-12-03T00:24:58Z
dc.date.available2019-12-03T00:24:58Z
dc.date.issued2019
dc.identifier.issn0958-5192
dc.identifier.doi10.1080/09585192.2019.1657166
dc.identifier.urihttp://hdl.handle.net/10072/389439
dc.description.abstractBased on resources theories, the present study examines a serial mediation model, in which empowering leadership predicts employee job crafting through psychological capital (PsyCap) and trust in leader, and job crafting subsequently predicts three different work behaviors: psychological withdrawal, physical withdrawal, and positive work behavior. Data were collected from US employees at four separate points with one-month intervals. Structural equation modeling including testing alternative models was utilized to assess the mediation model. The results generally supported the hypothesized model, suggesting that empowering leadership elicited greater personal and job resources in the form of PsyCap and leader trust, which in turn, led to job crafting behaviors. Subsequently, job crafting made employees engage in more positive work behaviors, as well as fewer psychological and physical withdrawal behaviors. Significant direct effects of empowering leadership and PsyCap on one outcome, psychological withdrawal, were found in some analyses, however. Overall, the findings of the present study underline the importance of personal and job resources for favorable work behaviors by testing the mediating processes.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherInforma UK Limited
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto34
dc.relation.ispartofjournalThe International Journal of Human Resource Management
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchPolicy and Administration
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1505
dc.subject.fieldofresearchcode1605
dc.titleThe power of empowering leadership: allowing and encouraging followers to take charge of their own jobs
dc.typeJournal article
dc.type.descriptionC1 - Articles
dcterms.bibliographicCitationKim, M; Beehr, TA, The power of empowering leadership: allowing and encouraging followers to take charge of their own jobs, The International Journal of Human Resource Management, pp. 1-34
dc.date.updated2019-11-28T21:33:57Z
dc.description.versionAccepted Manuscript (AM)
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version.
gro.rights.copyrightThis is an Author's Accepted Manuscript of an article published in the International Journal of Human Resource Management, 28 Nov 2019, copyright Taylor & Francis, available online at: https://doi.org/10.1080/09585192.2019.1657166
gro.hasfulltextFull Text
gro.griffith.authorKim, Minseo


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