Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes

ABSTRACT

Based on job crafting theory and workplace resources theories, the present study develops a model of both antecedents and consequences of job crafting. We hypothesized subordinates’ perceptions of empowering leadership and core self-evaluations influence employee job crafting behaviours, which subsequently influence four outcomes: improving three employee well-being outcomes, (a) work-family enrichment, (b) flourishing, and (c) life satisfaction; and simultaneously reducing the organizational outcome of (d) deviant behaviours. Three-waves of data over nine months were collected from U.S. full-time employees (n = 276). Results showed empowering leadership and core self-evaluations positively related to expansive/approach forms of job crafting behaviours, which in turn related to the three different well-being outcomes. However, job crafting did not affect employee deviant behaviour. Instead, empowering leadership and core self-evaluations directly predicted less deviant behaviour. With the imputed data, we also found job crafting had a significant but weak relationship with deviant behaviour. These findings provide an integrated understanding of how and why employees engage in job crafting, and the important influence that job crafting has on employees’ subjective well-being. The present study advances leadership and job crafting theories, providing practical recommendations for promoting employee well-being and decreasing undesirable behaviours in the form of workplace deviance.     

‘ … and now it’s over to you’: recognising and supporting the role of careers leaders in schools in England

ABSTRACT

There is a long history of teachers and schools being involved in the delivery of career education and guidance. As the breadth of career education and guidance activity in English schools grew throughout the twentieth century it became increasingly necessary to have an individual within the school responsible for leading and managing this activity (the careers leader). The transfer of responsibility for career guidance from local authorities to schools following the Education Act 2011 has intensified the need for this role. There have been various attempts to conceptualise and professionalise the role of careers leader and to develop appropriate training and support. This article defines the role and the rationale for the role, sets out its history and makes recommendations for the future professionalisation of the role. It is argued that this will include recognition of the role by policy, professionalisation and the development of a career structure and the development of appropriate training and CPD.     

Transformational leadership,psychological empowerment,and flow at work

ABSTRACT

Frequent experiences of flow – an enjoyable state of optimal challenge – at work are associated with many positive individual and organizational outcomes. In our research, we examine how leaders affect subordinates’ flow experiences through subordinates’ work-related self-concept. Specifically, on the basis of self-concept theory, we propose that transformational leaders affect followers’ work-related self-concept, which we construe as followers’ psychological empowerment, consisting of the four sub-facets of meaning, competence, self-determination and impact. We further propose that psychological empowerment is positively related to flow experiences at work. In sum, we thus hypothesize that the effect of transformational leadership on employees’ flow experiences is mediated by psychological empowerment. Additionally, we propose that this indirect effect is moderated such that it is stronger for employees holding a formal leadership position. We tested the model with two two-wave questionnaire studies with employees (Study 1: N = 307 at time 1; N = 60 at time 2; Study 2: N = 611 at time 1; N = 271 at time 2) from different organizations. Path models reveal support for the mediation hypotheses in both samples but not for the moderated mediation hypothesis.     

Leaders under pressure: time pressure and state core self-evaluations as antecedents of transformational leadership behaviour

ABSTRACT

This study examines situational antecedents of transformational leadership by (a) studying the effect of time pressure on the emergence of transformational leadership behaviours, and (b) examining the mediating role of leaders’ state core self-evaluations. Twice per day for 10 consecutive working days, 42 leaders reported on their state core self-evaluations, transformational leadership behaviours and the time pressure they experienced, yielding 531 observations. Using multilevel path analysis, we found that time pressure had an indirect effect on transformational leadership through leaders’ state core self-evaluations. This mediated relationship was curvilinear; with time pressure having little to no effect on transformational leadership via state core self-evaluations when time pressure is below a leader’s average level of time pressure. However, once this characteristic average level is exceeded, time pressure has a negative effect on transformational leadership via its negative relationship with state core self-evaluations, and this relationship becomes stronger for increasing levels of time pressure.     

Virtue-Based Management

Drawing on Alasdair MacIntyre's book, After Virtue, we criticize current approaches to business ethics and corporate social responsibility. Both Kantian approaches that stress the importance of good intentions, and utilitarian approaches that stress the importance of good results come under MacIntyre's critique, as do Moore's ethical intuitionism and Stevenson's emotivism. In their place, a return to Aristotle shows us the importance of good habits, good practices, and the unity of the several virtues. The example of Winston Churchill is used to illustrate virtue-based leadership.     

Prevalent Disorders of Women

No abstract available for this article.     

Pastoral leadership as creativity and resilience

Contemporary trends in American culture like the de-centering of the church from public consciousness and the weakening of institutions in general provide an occasion to reflect on a new theology of pastoral leadership. This article proposes that pastors function best as community leaders when they are maximally creative in seeing possibilities, rather than functioning as spokespersons for an institution. God's creative activity involves both foresight and improvisation, and therefore a pastoral theology modeled on God's creative work must also include those elements.     

Group decision as a twice multicriteria optimum problem

This paper studies the problem of aggregation of preferences, preserving the multicriteria nature of the individual decision process. The resulting group decision problem is in effect a twice multicriteria optimum problem. We give a structural theory for the efficient set of this optimum problem. Moreover, on the basis of this theory we study the relationships between optimality, consensus and evaluation. We confirm the pathological nature of aggregation of preferences, but in a new setting and with a different meaning.