Visionary leadership and job crafting: a moderated mediation model
DOI:
https://doi.org/10.1108/RAUSP-01-2024-0020Keywords:
Visionary leadership, Job crafting, Psychological meaningfulness, Organizational identificationAbstract
PurposeThis study aims to test a proposed model that examines the mediating role of psychological meaningfulness and the moderating role of organizational identification in the relationship between visionary leadership and job crafting.
Design/methodology/approachThe study used a survey to collect data from 242 employees from various sectors in Jordan. The collected data was used to examine how visionary leadership impacts job crafting behaviors, relying on partial least squares structural equation modeling to test the study’s hypotheses.
FindingsBy testing the proposed hypotheses, the results provided evidence that a positive relationship exists between visionary leadership and job crafting. Furthermore, the results indicated that psychological meaningfulness is a mediator. Lastly, the authors found that the relationship between visionary leadership and job-crafting behaviors is moderated by organizational identification.
Research limitations/implicationsThe study has limitations that should be considered. First, the cross-sectional design impedes establishing causal relationships between variables (Setia, 2016). Future research should use longitudinal or experimental designs for more robust evidence on the directionality and causality of identified relationships. Second, using self-report measures introduces potential common method bias. To enhance reliability, future studies could explore objective measures or alternative data collection methods. Lastly, the study’s findings are based on a specific sample and context, raising concerns about generalizability. Addressing this limitation requires replication across diverse industries, organizational sizes and cultural contexts to validate external validity.
Practical implicationsThis study emphasizes practical implications for organizations, advocating the development of visionary leadership skills to inspire an environment conducive to job crafting. Nurturing psychological meaningfulness is also crucial, with training programs designed to enhance both visionary leadership and the meaningfulness of work experiences. Additionally, the study underscores the amplifying role of organizational identification in strengthening the positive effects of visionary leadership on employees’ sense of purpose, suggesting initiatives to foster a sense of belonging for collective success.
Social implicationsSocially, encouraging visionary leadership and meaningful work can enhance job-crafting behaviors, fostering a positive workplace culture. Emphasizing organizational identification may contribute to a sense of purpose among employees, promoting collective success. By prioritizing these aspects, organizations can positively impact the well-being and engagement of individuals within the broader social context, potentially influencing societal perceptions of work and leadership.
Originality/valueThis study explores how visionary leadership affects job crafting through psychological meaningfulness and organizational identification. It shows that visionary leadership positively influences job crafting, emphasizing leaders’ role in fostering commitment. Using a moderated mediation model, it provides new insights into job crafting across various contexts.
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Management Department of the School of Economics, Management and Accounting of the University of São Paulo.
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