Share:


The role of job crafting in the relationship between empowering leadership and happiness at work: an empirical analysis

Abstract

The purpose of this study is to examine a hypothesized model investigating the impact of empowering leadership on happiness at work through the mediating role of job crafting. A translated pre-determined survey on a sample of Jordanian academics was used. A total of 325 usable returns were collected for the analysis (i.e. a response rate of 84.6 percent). Structural equation model (SEM) using AMOS was implemented to obtain the best-fit model and to determine the role of job crafting as a potential mediator between empowering leadership and happiness at work. The results indicated no direct statistical effect for empowering leadership on happiness at work with an estimated value of 0.17 and a standard error of 0.073. The results also show that there was a significant statistical effect for empowering leadership on crafting and this effect was high with a value of 0.479 and a standard error of 0.040. Finally, the results revealed a direct effect for empowering leadership on happiness at work through the mediating role of job crafting. The study recommended that it is necessary for universities to offer new programs and workshops that improve the behaviors of empowering leadership in light of work conditions at various levels and to motivate job crafting to increase levels of happiness at work.

Keyword : empowering leadership, job crafting, task crafting, relationship crafting, happiness at work

How to Cite
Ghadi, M. , Y., & Almanaga’h, K. , S. (2020). The role of job crafting in the relationship between empowering leadership and happiness at work: an empirical analysis. Business: Theory and Practice, 21(1), 244-251. https://doi.org/10.3846/btp.2020.11109
Published in Issue
Mar 24, 2020
Abstract Views
58
PDF Downloads
53
Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

References

A’ffanah, H. (2013). Administrative empowerment and its relationship with work in international NGOs Operating in Gaza (Unpublished PhD Thesis). Ala’zhar University, Gaza.

Ahrarn, A. (2005). Mediahrar: the importance of quality leader/client interaction and the impact on brand representation. Strategic Communication Capstone Projects.

Altamimi, E. (2004). Creative behavior and its impact on competetive advantage: field study on Jordanian food industrial companies. Albasa’er Journal, 8(2), 159–196.

Ayasrah, M. (2008). Leadership, control and administrative communication. Amman, Jordan. Dar Alhamid for Publication.

Bavik, A., Bavik, Y. L., & Tang, P. M. (2017). Servant leadership, employee job crafting, and citizenship behaviors: a cross-level investigation. Cornell Hospitality Quarterly, 58(4), 364–373. https://doi.org/10.1177/1938965517719282

Bell, M., & Njoli, B. (2010). Job crafting: towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2), 1–9. https://doi.org/10.4102/sajip.v36i2.841

Berg, J. (2013). Job crafting and meaningful work. Purpose and Meaning in the Workplace, 81, 104. https://doi.org/10.1037/14183-005

Çiğdem, K., & Belgin, C. (2014). An empirical study on the role of career development programs in organizations and organizational commitment on job satisfaction of employees. Business Administration Department, Istanbul Arel University, İstanbul, Turkey. American Journal of Business and Management, 3(3), 178–191. https://doi.org/10.11634/216796061403551

Cohen, A. (2007). Commitment before and after: An evaluation and reconceptualization of organizational commitment. Human Resource Management Review, 17, 336–354. https://doi.org/10.1016/j.hrmr.2007.05.001

Dolan, P., Peasgood, T., & White, M. (2008). Do we really know what makes us happy? A review of the economic literature on the factors associated with subjective well-being. Journal of Economic Psychology, 29(1), 94–122. https://doi.org/10.1016/j.joep.2007.09.001

Dutton, V., & Edmunds, L. (2007). A model of workplace happiness. Selection and Development Review, 23(3), 9.

Esteves, T., & Lopes, M. (2016). Leading to crafting: The relation between leadership perception and nurses’ job crafting. Western Journal of Nursing Research, 39(6), 763–783. https://doi.org/10.1177/0193945916659507

Ghadi, M. (2017). The impact of workplace spirituality on voluntary turnover intentions through loneliness in work. Journal of Economic and Administrative Sciences, 33(1), 81–110. https://doi.org/10.1108/JEAS-03-2016-0005

Golparvar, M., & Rezaie, A. (2014). Explaining feeling of energy and happiness in the workplace based on components of job crafting. Management and Administrative Sciences Review, 3(1), 41–52.

Grant, A. M., & Parker, S. K. (2009). Redesigning work design theories: the rise of relational and proactive perspectives. The Academy of Management Annals, 3(1), 317–375. https://doi.org/10.5465/19416520903047327

Jallab, E., & Alhussieny, K. (2013). Integration and empowerment management. Amman, Jordan. Dar Safa’ for Publication.

Kim, M., & Beehr, T. A. (2018). Can empowering leaders affect subordinates’ well-being and careers because they encourage subordinates’ job crafting behaviors? Journal of Leadership & Organizational Studies, 25(2), 184–196. https://doi.org/10.1177/1548051817727702

Loqasi, W., & Loqasi, H. (2015). Empowerment leadership and its impact on employee performance (Unpublished master thesis). Djilali Bounaama khemis miliana, University, Algeria.

Lyubomirsky, S. (2005). The benefits of frequent positive affect: Does happiness lead to success? Psychological Bulletin, 131, 803–855. https://doi.org/10.1037/0033-2909.131.6.803

Okurame, D. (2014). Individual factors influencing career growth prospects in contexts of radical organizational changes. International Business Research, 7(10), 74–87. http://www.ccsenet.org/journal/index.php/ibr/article/view/40634

Olsson, L. (2013). Happiness and satisfaction with work commute. Social Indicators Research, 111(1), 255–263. https://doi.org/10.1007/s11205-012-0003-2

Pearce, C, & Sims, H. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group dynamics: Theory, Research, and Practice, 6(2), 172. https://doi.org/10.1037/1089-2699.6.2.172

Richard, G. V. (2005). International best practices in career development: Review of the literature. International Journal for Educational and Vocational Guidance, 5(2), 189–201. https://doi.org/10.1007/s10775-005-8799-9

Russell, J. A. (2003). Core affect and the psychological construction of emotion. Psychological Review, 110, 145–172. https://doi.org/10.1037/0033-295X.110.1.145

Wang, H. (2017). Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185–195. https://doi.org/10.1016/j.jvb.2017.03.009

Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201. https://doi.org/10.5465/amr.2001.4378011

Tims, M., Bakker, A. B., & Derks, D. (2013). The impact of job crafting on job demands, job resources, and well-being. Journal of Occupational Health Psychology, 18, 230–240. https://doi.org/10.1037/a0032141