Humble Leadership Affects Organizational Citizenship Behavior: The Sequential Mediating Effect of Strengths Use and Job Crafting

Ding, He; Yu, Eric; Chu, Xixi; Li, Yanbin; Amin, Kashif

doi:10.3389/fpsyg.2020.00065

Cited by 55 publications

(58 citation statements)

References 93 publications

(143 reference statements)

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“… 27 This is a 5-point scale ranging from 1 =completely not true to 5=completely true and it has been widely used in China. 28 …”

Section: Methodsmentioning

confidence: 99%

Explaining Organizational Citizenship Behavior Among Chinese Nurses Combating COVID-19

Zhang¹,

Zhao²,

Zou³

et al. 2021

RMHP

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Background Little is known about the associated factors with organizational citizenship behavior among Chinese nurses combating COVID-19. The aim of the present study was to investigate the relationships between autonomy, optimism, role conflict, work engagement, and organizational citizenship behavior based on moderated mediation models among Chinese nurses combating COVID-19. Methods This cross-sectional study was performed on a sample of 368 nurses supporting the COVID-19 epidemic in Wuhan Leishenshan Hospital, China. According to the Job Demands-Resources model, two moderated mediation models were tested, in which autonomy/optimism was associated with organizational citizenship behavior through work engagement, when role conflict served as a moderator. Results This current study found the mediating effect of work engagement and the moderating effect of role conflict on the relationship between autonomy/optimism and organizational citizenship behavior among nurses. Of note, nurses working in the COVID-19 epidemic viewed role conflict as challenge job demands rather than hindrance job demands. Conclusion Based on the findings, organizational citizenship behavior can be affected by work engagement and role conflict. Nursing management is suggested to put emphasis on work engagement and role conflict among nurses supporting the COVID-19 epidemic.

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“… 27 This is a 5-point scale ranging from 1 =completely not true to 5=completely true and it has been widely used in China. 28 …”

Section: Methodsmentioning

confidence: 99%

Explaining Organizational Citizenship Behavior Among Chinese Nurses Combating COVID-19

Zhang¹,

Zhao²,

Zou³

et al. 2021

RMHP

View full text Add to dashboard Cite

show abstract

“…Several resources-based theories can explain why social factors influence employee job crafting. According to the JD-R theory, leaders tend to have more valuable job resources that can offer to employees [39,40]. In particular, leaders promote individuals job crafting by providing personal resources and social support to employees and designing resourceful jobs with urgency to craft [36].…”

Section: Interacting With Organizational Insidersmentioning

confidence: 99%

“…For example, some favorable leaderships such as empowering, transformational, servant leadership can effectively promote employee work performance and well-being through promotion-focused job crafting. This may be because favorable leadership allows employees with more job resources such as job autonomy and support [35,39,40]. With increased job autonomy and support, employees are motivated to craft their work role boundaries and perceptions, and in turn, gain a higher level of task performance and positive affect at work [4,7].…”

Section: Social Factors Job Crafting and Work Outcomesmentioning

confidence: 99%

The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review

Wang

Shi

2020

IJERPH

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Despite the considerable focus on job characteristics and individual differences in job crafting research, the influence of social factors on job crafting has not been well-acknowledged. Based on social interaction and job crafting literature, this meta-analysis estimates the associations between social factors (i.e., organizational insiders and outsiders) and job crafting, and how these social factors contribute to employee outcomes through their job crafting. Based on a sample of 51 empirical studies that included 54 independent samples (N = 17,863), we found that social factors of positive leadership styles (e.g., empowering and transformational) and coworker support were positively related to employee job crafting. Moreover, leadership showed a stronger correlation with employee job crafting than coworker support and Leader-Member-Exchange (LMX). Further, our study showed that employee job crafting positively mediates the relationships between social factors and work outcomes (e.g., job performance and well-being). Our study contributes to job crafting literature by integrating social factors into the job crafting model and demonstrating that the social context of work (in particular organizational insiders) plays a crucial role in shaping employees’ job crafting behavior. We also emphasize the critical role that job crafting plays in transmitting valuable social resources into improved work outcomes. Building on our results, we provide future direction for job crafting research and discuss how our results can imply practice in terms of job crafting training.

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“…For example, the JD-R theory posits that job resources lead to work engagement and trigger a motivational process [21]. According to the JD-R theory, leaders tend to have more valuable job resources that can offer to employees [34,35]. In particular, leaders promote individuals job crafting by providing personal resources to employees and designing resourceful jobs with urgency to craft [15].…”

Section: Antecedents Of Job Crafting: Social Factorsmentioning

confidence: 99%

“…For example, some favorable leaderships such as empowering, transformational, servant leadership can effectively promote employee work performance and well-being through promotionfocused job crafting. This may be because favorable leadership allows employees with more job resources such as job autonomy and support [31,34,35]. With increased job autonomy and support, employees are motivated to craft their work role boundaries and perceptions, and in turn, gain a higher level of task performance and positive affect at work [4,7].…”

Section: Social Factors Job Crafting and Work Outcomesmentioning

confidence: 99%

The Impact of Social Factors on Job Crafting: A Meta-analysis and Review

Wang¹,

Li²,

Chen³

2020

Preprint

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Despite the considerable focus on job characteristics and individual differences in job crafting research, the influence of social factors on job crafting has not been well-acknowledged. This meta-analysis estimates the associations between social factors and job crafting, and how social factors contribute to employee outcomes through their job crafting. Based on a sample of 51 empirical studies that included 54 independent effect sizes (N = 17,863), we found that social factors of positive leadership styles (e.g., empowering and transformational) and coworker support were positively related to employee job crafting. Further, our study showed that employee job crafting positively mediate the relationships between social factors and work outcomes (e.g., job performance and well-being). Our study contributes to job crafting literature by integrating social factors into the job crafting model and demonstrating that the social context of work (in particular organizational-insiders) play a crucial role in shaping employees’ job crafting behavior. We also emphasize the critical role that job crafting plays in transmitting valuable social resources into improved work outcomes. Building on our results, we provide future direction for job crafting research and discuss how our results can imply practice in terms of job crafting training.

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Humble Leadership Affects Organizational Citizenship Behavior: The Sequential Mediating Effect of Strengths Use and Job Crafting

Cited by 55 publications

References 93 publications

Explaining Organizational Citizenship Behavior Among Chinese Nurses Combating COVID-19

Explaining Organizational Citizenship Behavior Among Chinese Nurses Combating COVID-19

The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review

The Impact of Social Factors on Job Crafting: A Meta-analysis and Review

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