A multilevel study on servant leadership, job boredom and job crafting
Purpose: The purpose of this paper is to examine cross-level effects of team-level servant leadership on job boredom and the mediating role of job crafting. Cross-level moderating effects of team-level servant leadership were also investigated. Design/methodology/approach: This longitudinal study employed a multilevel design in a sample of 237 employees, clustered into 47 teams. Servant leadership was aggregated to the team-level to examine the effects of shared perceptions of leadership at T1 on individual-level outcome, namely job boredom, at T2. In addition, mediation analysis was used to test whether team-level servant leadership at T1 can protect followers from job boredom at T2 by fostering job crafting at T2. Cross-level moderating effects of team-level servant leadership at T1 on the relation between job crafting at T2 and job boredom at T2 were also modeled. Findings: Job crafting at T2 mediated the cross-level effect of team-level servant leadership at T1 on job boredom at T2. Research limitations/implications: The findings suggest that team-level servant leadership predicts less job boredom by boosting job crafting. Originality/value: This study is the first to assess the effects of servant leadership on job boredom and the mediating role of job crafting. This paper examines job boredom in a multilevel design, thus extending knowledge on its contextual components.
Year of publication: |
2018
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Authors: | Harju, Lotta K. ; Schaufeli, Wilmar B. ; Hakanen, Jari J. |
Published in: |
Journal of Managerial Psychology. - Emerald, ISSN 0268-3946, ZDB-ID 2020283-0. - Vol. 33.2018, 1 (10.01.), p. 2-14
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Publisher: |
Emerald |
Saved in:
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