Does transformational leadership lead to better job-crafting? If so why? | The Oxford Review

Does transformational leadership lead to better job-crafting? If so why?

Research Briefing

Keywords: Job crafting, transformational leadership, leadership, leadership development, promotion focus

There has been a recent resurgence of interest in job crafting – where employees are encouraged to proactively alter their own job design, tasks and relational boundaries on an ongoing basis in order to increase their effectiveness and job satisfaction.

This research briefing looks at research that looked at what the relationship might be between transformational leadership and job-crafting. Is transformational leadership on its own a good predictor of job-crafting behaviours in the workplace? Are there other mediating factors? What is it about transformational leadership that has the biggest impact? This briefing is useful for leaders and anyone involved in leadership development and HR.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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