Cited by 313

The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.

Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification

Wang, Hai-Jiang, Demerouti, Evangelia, Le Blanc, Pascale·2017·Journal of Vocational Behavior

Overview

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.1016/j.jvb.2017.03.009

Cites

8 of 8 references verified0 citation errors · 0 not checkable

Statistics

Verification

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Citations

Cites

Show all 8 references

Research works printed but not linked: 57

  1. Bakker, 2007, Job resources boost work engagement particularly when job demands are high, Journal of Educational Psychology, 99, 274, 10.1037/0022-0663.99.2.274 · DOI · Paper page
  2. Bakker, 2016, Modelling job crafting behaviours: Implications for work engagement, Human Relations; Studies Towards the Integration of the Social Sciences, 69, 169
  3. Bakker, 2012, Proactive personality and job performance: The role of job crafting and work engagement, Human Relations; Studies Towards the Integration of the Social Sciences, 65, 1359
  4. Bartel, 2001, Social comparisons in boundary-spanning work: Effects of community outreach on members' organizational identity and identification, Administrative Science Quarterly, 46, 379, 10.2307/3094869 · DOI
  5. Bipp, 2015, Which employees craft their jobs and how? Basic dimensions of personality and employees' job crafting behaviour, Journal of Occupational and Organizational Psychology, 88, 631, 10.1111/joop.12089 · DOI
  6. Bommer, 2005, Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change, Journal of Organizational Behavior, 26, 733, 10.1002/job.342 · DOI · Paper page
  7. Bono, 2003, Self-concordance at work: Toward understanding the motivational effects of transformational leaders, Academy of Management Journal, 46, 554, 10.2307/30040649 · DOI
  8. Breevaart, 2016, Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance, Journal of Organizational Behavior, 37, 309, 10.1002/job.2041 · DOI
  9. Carmeli, 2007, The role of perceived organizational performance in organizational identification, adjustment and job performance, Journal of Management Studies, 44, 972, 10.1111/j.1467-6486.2007.00691.x · DOI
  10. Chi, 2012, A multilevel investigation of missing links between transformational leadership and task performance: The mediating roles of perceived person-job fit and person-organization fit, Journal of Business and Psychology, 27, 43, 10.1007/s10869-011-9211-z · DOI
  11. De Vries, 2002, Need for leadership as a moderator of the relationships between leadership and individual outcomes, The Leadership Quarterly, 13, 121, 10.1016/S1048-9843(02)00097-8 · DOI
  12. Demerouti, 2014, Design your own job through job crafting, European Psychologist, 19, 237, 10.1027/1016-9040/a000188 · DOI · Paper page
  13. Demerouti, 2015, Job crafting and extra-role behavior: The role of work engagement and flourishing, Journal of Vocational Behavior, 91, 87, 10.1016/j.jvb.2015.09.001 · DOI
  14. Demerouti, 2015, Productive and counterproductive job-crafting: A daily diary study, Journal of Occupational Health Psychology, 20, 457, 10.1037/a0039002 · DOI
  15. Demerouti, 2014, Improving the image of student-recruited samples: A commentary, Journal of Occupational and Organizational Psychology, 87, 34, 10.1111/joop.12048 · DOI
  16. Den Hartog, 2012, When does transformational leadership enhance employee proactive behaviour? The role of autonomy and role breadth self-efficacy, Journal of Applied Psychology, 97, 194, 10.1037/a0024903 · DOI
  17. Fugate, 2004, Employability: A psycho-social construct, its dimensions, and applications, Journal of Vocational Behavior, 65, 14, 10.1016/j.jvb.2003.10.005 · DOI
  18. Fuller, 2015, Leader reactions to follower proactive behavior: Giving credit when credit is due, Human Relations; Studies Towards the Integration of the Social Sciences, 68, 879
  19. Grant, 2009, Redesigning work design theories: The rise of relational and proactive perspectives, The Academy of Management Annals, 3, 317, 10.1080/19416520903047327 · DOI
  20. Griffin, 2010, Leader vision and the development of adaptive and proactive performance: A longitudinal study, Journal of Applied Psychology, 95, 174, 10.1037/a0017263 · DOI
  21. Harju, 2016, Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study, Journal of Vocational Behavior, 95, 11, 10.1016/j.jvb.2016.07.001 · DOI
  22. Herold, 2008, The effects of transformational and change leadership on employees' commitment to a change: A multilevel study, Journal of Applied Psychology, 93, 346, 10.1037/0021-9010.93.2.346 · DOI
  23. Kark, 2003, The two faces of transformational leadership: Empowerment and dependency, Journal of Applied Psychology, 88, 246, 10.1037/0021-9010.88.2.246 · DOI
  24. Kerr, 1978, Substitutes for leadership: Their meaning and measurement, Organizational Behavior and Human Performance, 22, 375, 10.1016/0030-5073(78)90023-5 · DOI · Paper page
  25. Kira, 2012, Authentic work and organizational change: Longitudinal evidence from a merger, Journal of Change Management, 12, 31, 10.1080/14697017.2011.652374 · DOI
  26. Li, 2013, Spotlight on the followers: An examination of moderators of relationships between transformational leadership and subordinates' citizenship and taking charge, Personnel Psychology, 66, 225, 10.1111/peps.12014 · DOI
  27. Lord, 1999, Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship, Organizational Behavior and Human Decision Processes, 78, 167, 10.1006/obhd.1999.2832 · DOI
  28. Lu, 2014, Does work engagement increase person-job fit? The role of job crafting and job insecurity, Journal of Vocational Behavior, 84, 142, 10.1016/j.jvb.2013.12.004 · DOI
  29. Maggiori, 2013, The role of career adaptability and work conditions on general and professional well-being, Journal of Vocational Behavior, 83, 437, 10.1016/j.jvb.2013.07.001 · DOI
  30. Martin, 2013, Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity, Academy of Management Journal, 56, 1372, 10.5465/amj.2011.0113 · DOI
  31. Mattarelli, 2015, How offshore professionals' job dissatisfaction can promote further offshoring: Organizational outcomes of job crafting, Journal of Management Studies, 52, 585, 10.1111/j.1467-6486.2012.01088.x · DOI
  32. McArdle, 2007, Employability during unemployment: Adaptability, career identity and human and social capital, Journal of Vocational Behavior, 71, 247, 10.1016/j.jvb.2007.06.003 · DOI
  33. Nemanich, 2007, Transformational leadership in an acquisition: A field study of employees, The Leadership Quarterly, 18, 49, 10.1016/j.leaqua.2006.11.003 · DOI
  34. Oldham, 2010, Not what it was and not what it will be: The future of job design research, Journal of Organizational Behavior, 31, 463, 10.1002/job.678 · DOI
  35. Oreg, 2011, Leadership and employees' reactions to change: The role of leaders' personal attributes and transformational leadership style, Personnel Psychology, 64, 627, 10.1111/j.1744-6570.2011.01221.x · DOI
  36. Parker, 2010, Making things happen: A model of proactive motivation, Journal of Management, 36, 827, 10.1177/0149206310363732 · DOI · Paper page
  37. Parker, 1999, Minimizing strain and maximizing learning: The role of job demands, job control, and proactive personality, Journal of Applied Psychology, 84, 925, 10.1037/0021-9010.84.6.925 · DOI
  38. Petrou, 2015, Job crafting in changing organizations: Antecedents and implications for exhaustion and performance, Journal of Occupational Health Psychology, 20, 470, 10.1037/a0039003 · DOI
  39. Piccolo, 2006, Transformational leadership and job behaviors: The mediating role of core job characteristics, Academy of Management Journal, 49, 327, 10.5465/AMJ.2006.20786079 · DOI
  40. Podsakoff, 1990, Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors, The Leadership Quarterly, 1, 107, 10.1016/1048-9843(90)90009-7 · DOI · Paper page
  41. Schmitt, 2016, Transformational leadership and proactive work behaviour: A moderated mediation model including work engagement and job strain, Journal of Occupational and Organizational Psychology, 89, 588, 10.1111/joop.12143 · DOI · Paper page
  42. Shamir, 1993, The motivational effects of charismatic leadership: A self-concept based theory, Organization Science, 4, 577, 10.1287/orsc.4.4.577 · DOI
  43. Siemsen, 2010, Common method bias in regression models with linear, quadratic, and interaction effects, Organizational Research Methods, 13, 456, 10.1177/1094428109351241 · DOI · Paper page
  44. Spreitzer, 2005, Traditionality matters: An examination of the effectiveness of transformational leadership in the United States and Taiwan, Journal of Organizational Behavior, 26, 205, 10.1002/job.315 · DOI
  45. Strauss, 2009, Proactivity directed toward the team and organization: The role of leadership, commitment and role-breadth self-efficacy, British Journal of Management, 20, 279, 10.1111/j.1467-8551.2008.00590.x · DOI
  46. Taber, 2015, Future work self and career adaptability in the prediction of proactive career behaviors, Journal of Vocational Behavior, 86, 20, 10.1016/j.jvb.2014.10.005 · DOI
  47. Tims, 2010, Job crafting: Towards a new model of individual job redesign, SA Journal of Industrial Psychology, 36, 1, 10.4102/sajip.v36i2.841 · DOI · Paper page
  48. Tims, 2013, The impact of job crafting on job demands, job resources, and well-being, Journal of Occupational Health Psychology, 18, 230, 10.1037/a0032141 · DOI · Paper page
  49. Tims, 2014, Daily job crafting and the self-efficacy-performance relationship, Journal of Managerial Psychology, 29, 490, 10.1108/JMP-05-2012-0148 · DOI
  50. Tims, 2016, Job crafting and its relationships with person–job fit and meaningfulness: A three-wave study, Journal of Vocational Behavior, 92, 44, 10.1016/j.jvb.2015.11.007 · DOI
  51. Tolentino, 2014, Career adaptation: The relation of adaptability to goal orientation, proactive personality, and career optimism, Journal of Vocational Behavior, 84, 39, 10.1016/j.jvb.2013.11.004 · DOI
  52. Van der Heijde, 2006, A competence-based and multidimensional operationalization and measurement of employability, Human Resource Management, 45, 449, 10.1002/hrm.20119 · DOI
  53. Van Knippenberg, 2006, Organizational identification versus organizational commitment: Self-definition, social exchange, and job attitudes, Journal of Organizational Behavior, 27, 571, 10.1002/job.359 · DOI
  54. Van Knippenberg, 2004, Leadership, self, and identity: A review and research agenda, The Leadership Quarterly, 15, 825, 10.1016/j.leaqua.2004.09.002 · DOI
  55. Vogt, 2016, The consequences of job crafting: A three-wave study, European Journal of Work and Organizational Psychology, 25, 353, 10.1080/1359432X.2015.1072170 · DOI
  56. Wang, 2005, Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior, Academy of Management Journal, 48, 420, 10.5465/AMJ.2005.17407908 · DOI · Paper page
  57. Wrzesniewski, 2001, Crafting a job: Revisioning employees as active crafters of their work, Academy of Management Review, 26, 179, 10.5465/amr.2001.4378011 · DOI · Paper page

Cited by

Sorted by citations

See all 313

Metadata

Authors
Wang, H.-J., Demerouti, E., & Le Blanc, P.
Venue
Journal of Vocational Behavior
Publisher
Elsevier BV
Published
2017-06
Volume
100
Pages
185-195
ISSN
0001-8791
Cited by
313
References
8
Language
en

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

How to cite

Cite CoChat for the checks on this page, and the paper for its own findings.

This page
CoChat. (2026). Citation check: Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. https://app.cochat.ai/papers/10.1016/j.jvb.2017.03.009
The paper
Wang, H.-J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior. https://doi.org/10.1016/j.jvb.2017.03.009