Empowering leadership, social support, and job crafting in public organizations : a multilevel study
- Author
- Mieke Audenaert (UGent) , Bert George (UGent) , Robin Bauwens, Anouk Decuypere, Anne-Marie Descamps (UGent) , Jolien Muylaert (UGent) , Rufei Ma and Adelien Decramer (UGent)
- Organization
- 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.
- Keywords
- job crafting, empowering leadership, social support, overdemanding jobs, public personnel management, DEMANDS-RESOURCES MODEL, COMMON METHOD BIAS, ELDERLY CARE, TRANSFORMATIONAL LEADERSHIP, SELF-DETERMINATION, REGULATORY FOCUS, WORK ENGAGEMENT, MODERATING ROLE, SATISFACTION, VALIDATION
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Citation
Please use this url to cite or link to this publication: http://hdl.handle.net/1854/LU-8628830
- MLA
- Audenaert, Mieke, et al. “Empowering Leadership, Social Support, and Job Crafting in Public Organizations : A Multilevel Study.” PUBLIC PERSONNEL MANAGEMENT, vol. 49, no. 3, 2020, pp. 367–92, doi:10.1177/0091026019873681.
- APA
- Audenaert, M., George, B., Bauwens, R., Decuypere, A., Descamps, A.-M., Muylaert, J., … Decramer, A. (2020). Empowering leadership, social support, and job crafting in public organizations : a multilevel study. PUBLIC PERSONNEL MANAGEMENT, 49(3), 367–392. https://doi.org/10.1177/0091026019873681
- Chicago author-date
- Audenaert, Mieke, Bert George, Robin Bauwens, Anouk Decuypere, Anne-Marie Descamps, Jolien Muylaert, Rufei Ma, and Adelien Decramer. 2020. “Empowering Leadership, Social Support, and Job Crafting in Public Organizations : A Multilevel Study.” PUBLIC PERSONNEL MANAGEMENT 49 (3): 367–92. https://doi.org/10.1177/0091026019873681.
- Chicago author-date (all authors)
- Audenaert, Mieke, Bert George, Robin Bauwens, Anouk Decuypere, Anne-Marie Descamps, Jolien Muylaert, Rufei Ma, and Adelien Decramer. 2020. “Empowering Leadership, Social Support, and Job Crafting in Public Organizations : A Multilevel Study.” PUBLIC PERSONNEL MANAGEMENT 49 (3): 367–392. doi:10.1177/0091026019873681.
- Vancouver
- 1.Audenaert M, George B, Bauwens R, Decuypere A, Descamps A-M, Muylaert J, et al. Empowering leadership, social support, and job crafting in public organizations : a multilevel study. PUBLIC PERSONNEL MANAGEMENT. 2020;49(3):367–92.
- IEEE
- [1]M. Audenaert et al., “Empowering leadership, social support, and job crafting in public organizations : a multilevel study,” PUBLIC PERSONNEL MANAGEMENT, vol. 49, no. 3, pp. 367–392, 2020.
@article{8628830,
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.}},
author = {{Audenaert, Mieke and George, Bert and Bauwens, Robin and Decuypere, Anouk and Descamps, Anne-Marie and Muylaert, Jolien and Ma, Rufei and Decramer, Adelien}},
issn = {{0091-0260}},
journal = {{PUBLIC PERSONNEL MANAGEMENT}},
keywords = {{job crafting,empowering leadership,social support,overdemanding jobs,public personnel management,DEMANDS-RESOURCES MODEL,COMMON METHOD BIAS,ELDERLY CARE,TRANSFORMATIONAL LEADERSHIP,SELF-DETERMINATION,REGULATORY FOCUS,WORK ENGAGEMENT,MODERATING ROLE,SATISFACTION,VALIDATION}},
language = {{eng}},
number = {{3}},
pages = {{367--392}},
title = {{Empowering leadership, social support, and job crafting in public organizations : a multilevel study}},
url = {{http://doi.org/10.1177/0091026019873681}},
volume = {{49}},
year = {{2020}},
}
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