ABSTRACT

The study investigates how daily fluctuations in leader self-rated empowering behaviour are related to employees’ daily level job crafting behaviour. From an interactionist perspective, the authors propose and test two competing theoretical models investigating how supervisors’ daily empowering behaviour and subordinates’ proactive personality jointly affect subordinates’ daily work engagement and daily job crafting. One hundred and six leader-follower dyads working in several companies completed a questionnaire and a diary booklet over five consecutive workdays. The results of multi-level analyses revealed a cross-level-moderated mediation model, of which the indirect effect of empowering behaviour on job crafting via work engagement was stronger for less proactive employees than for higher proactive employees. The findings reveal a compensatory relation between leader empowering behaviour and employee proactive personality, suggesting that empowering behaviour would be more effective for increasing the work engagement of less proactive workers. Future directions and human resource management implications are discussed.

摘要

该研究调查了领导者自我评价的赋权行为的日常波动与员工的日常工作创造行为之间的关系。从互动主义者的角度出发，作者提出并测试了两个相互竞争的理论模型，以研究主管的日常赋权行为和下属的主动性格如何共同影响下属的日常工作投入和日常工作制定。在多个公司工作的一百零六位领导者二元组在连续五个工作日内完成了调查表和日记本。多层次分析的结果揭示了一种跨层次的中介模型，该模型通过主动参与对工作制定能力的间接影响，对于主动程度较低的员工而言要强于主动程度较高的员工。研究结果揭示了领导者赋权行为与员工积极进取的人格之间的补偿关系，这表明赋权行为对于提高积极性较低的员工的工作投入将更为有效。讨论了未来的方向和人力资源管理的含义。