Empowering leadership, social support and job crafting in public organizations: A multilevel study

Mieke Audenaert, Bert George, Robin Bauwens, Anouk Decuypere, Annemarie Descamps, Jolien Muylaert, Rufei Ma, Adelien Decramer

Research output: Contribution to journalArticleScientificpeer-review

Abstract

The public sector requires job crafting from employees so that they can
better cope with overdemanding jobs due to layer upon layer of public
management reforms. Simultaneously, however, red tape and austerity
constrain job autonomy. This study therefore tests how job crafting can
be fostered in public organizations by studying social resources at work
and, specifically, empowering leadership and social support. Multilevel
analyses based on survey data from 1,059 nurses in 67 public elderly
care organizations in Flanders, Belgium, show that empowering
leadership and social support contribute to job crafting and,
simultaneously, strengthen each other’s contribution. Additional analyses
showed that empowering leadership, social support, as well as their
interaction, have differential relations vis-à-vis the different dimensions
of job crafting. Implications for public management are discussed.
Original languageEnglish
JournalPublic Personnel Management
Publication statusAccepted/In press - 2019

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social support
leadership
Tapes
Personnel
public management
Belgium
Social support
Public organizations
public sector
nurse
autonomy
employee
reform
resources

Cite this

Audenaert, M., George, B., Bauwens, R., Decuypere, A., Descamps, A., Muylaert, J., ... Decramer, A. (Accepted/In press). Empowering leadership, social support and job crafting in public organizations: A multilevel study. Public Personnel Management.
Audenaert, Mieke ; George, Bert ; Bauwens, Robin ; Decuypere, Anouk ; Descamps, Annemarie ; Muylaert, Jolien ; Ma, Rufei ; Decramer, Adelien. / Empowering leadership, social support and job crafting in public organizations : A multilevel study. In: Public Personnel Management. 2019.
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abstract = "The public sector requires job crafting from employees so that they canbetter cope with overdemanding jobs due to layer upon layer of publicmanagement reforms. Simultaneously, however, red tape and austerityconstrain job autonomy. This study therefore tests how job crafting canbe fostered in public organizations by studying social resources at workand, specifically, empowering leadership and social support. Multilevelanalyses based on survey data from 1,059 nurses in 67 public elderlycare organizations in Flanders, Belgium, show that empoweringleadership and social support contribute to job crafting and,simultaneously, strengthen each other’s contribution. Additional analysesshowed that empowering leadership, social support, as well as theirinteraction, have differential relations vis-{\`a}-vis the different dimensionsof job crafting. Implications for public management are discussed.",
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Audenaert, M, George, B, Bauwens, R, Decuypere, A, Descamps, A, Muylaert, J, Ma, R & Decramer, A 2019, 'Empowering leadership, social support and job crafting in public organizations: A multilevel study' Public Personnel Management.

Empowering leadership, social support and job crafting in public organizations : A multilevel study. / Audenaert, Mieke; George, Bert; Bauwens, Robin; Decuypere, Anouk; Descamps, Annemarie; Muylaert, Jolien; Ma, Rufei; Decramer, Adelien.

In: Public Personnel Management, 2019.

Research output: Contribution to journalArticleScientificpeer-review

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AB - The public sector requires job crafting from employees so that they canbetter cope with overdemanding jobs due to layer upon layer of publicmanagement reforms. Simultaneously, however, red tape and austerityconstrain job autonomy. This study therefore tests how job crafting canbe fostered in public organizations by studying social resources at workand, specifically, empowering leadership and social support. Multilevelanalyses based on survey data from 1,059 nurses in 67 public elderlycare organizations in Flanders, Belgium, show that empoweringleadership and social support contribute to job crafting and,simultaneously, strengthen each other’s contribution. Additional analysesshowed that empowering leadership, social support, as well as theirinteraction, have differential relations vis-à-vis the different dimensionsof job crafting. Implications for public management are discussed.

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