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

*Corresponding author for this work

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-a-vis the different dimensions of job crafting. The implications for public management are discussed.

Original languageEnglish
JournalPublic Personnel Management
DOIs
Publication statusE-pub ahead of print - 2020

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Keywords

  • COMMON METHOD BIAS
  • DEMANDS-RESOURCES MODEL
  • ELDERLY CARE
  • MODERATING ROLE
  • REGULATORY FOCUS
  • SATISFACTION
  • SELF-DETERMINATION
  • TRANSFORMATIONAL LEADERSHIP
  • VALIDATION
  • WORK ENGAGEMENT
  • empowering leadership
  • job crafting
  • overdemanding jobs
  • public personnel management
  • social support

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