The Bottom-Up Impact of Proactive Personality on Employee Job Crafting: A Serial Mediation Model.

Publisher: New York Country of Publication: United States NLM ID: 0376332 Publication Model: Print-Electronic Cited Medium: Internet ISSN: 1940-1019 (Electronic) Linking ISSN: 00223980 NLM ISO Abbreviation: J Psychol Subsets: MEDLINE

Publication: 2010- : New York : Routledge
Original Publication: Provincetown, Mass. : Journal Press

Employment* ; Work Engagement*; Humans ; Job Satisfaction ; Leadership

Explanatory mechanisms of the positive impact of proactive personality on relevant individual outcomes have been thoroughly discussed in the literature. That being said, few studies have investigated the supervisor's leadership style as an explanatory mechanism through which the outcomes of proactive individuals are affected. Drawing insight from Job Demands-Resources (JD-R) theory and followership theory, this paper examines a serial mediation model in which the relationship between proactive personality and two types of job crafting (approach role and resource crafting) is mediated by empowering leadership and work engagement. More specifically, we argue for the capacity of proactive individuals to increase their work engagement by influencing their leaders to embrace an empowering leadership style. Furthermore, empowering leaders are argued to increase employee approach role and resource crafting through increasing employee work engagement. A sample of 298 full-time workers, mainly from Saudi Arabia, participated in the study. The hypotheses were tested using Partial Least Squares Path Modeling (PLS-PM). The findings support the hypothesized relationships. A discussion of the findings, contributions, limitations, and future directions is provided.

Keywords: Proactive personality; empowering leadership; followership theory; job crafting; job demands-resources theory; work engagement

Date Created: 20210527 Date Completed: 20210709 Latest Revision: 20210709

20221213

10.1080/00223980.2021.1921679

34043497