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Empowering leadership and job crafting: The role of employee optimism

Thun, Sylvi, Bakker, Arnold B.·2018·Stress and Health
DOI 10.1002/smi.2818
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Abstract

The objective of this study was to test the relationship between empowering leadership and job crafting and to examine the moderating role of optimism as a personal resource. We hypothesized that the association between empowering leadership and job crafting would be stronger for employees with high (vs. low) levels of optimism. A total of 331 Norwegian workers from a variety of occupations participated in our study. Results of structural equation modelling analysis generally supported our hypotheses. Empowering leadership was positively related to 3 of the 4 job crafting strategies investigated (increasing structural job resources, increasing social job resources, and increasing challenging job demands; but not reducing hindrance job demands). Moreover, as hypothesized, optimism strengthened the empowering leadership–job crafting relationship for increasing structural resources and increasing challenging demands. The results suggest that empowering leadership is an important antecedent of job crafting strategies, except for reducing hindrance demands. The implications of these findings are discussed.

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Metadata

Authors
Thun, S., & Bakker, A. B.
Affiliations
  • Trøndelag R&D Institute Trondheim Norway
  • Center of Excellence for Positive Organizational Psychology Erasmus University Rotterdam Rotterdam The Netherlands
ORCID
Thun, Sylvi
Venue
Stress and Health
Publisher
Wiley
Published
2018-06-08
Volume
34
Issue
4
Pages
573-581
ISSN
  • 1532-3005
  • 1532-2998
DOI
10.1002/smi.2818
Cited by
121
References
12
Language
en
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor)

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CoChat. (2026). Citation check: Empowering leadership and job crafting: The role of employee optimism. https://app.cochat.ai/papers/10.1002/smi.2818
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Thun, S., & Bakker, A. B. (2018). Empowering leadership and job crafting: The role of employee optimism. Stress and Health. https://doi.org/10.1002/smi.2818