Daglig sammenheng mellom empowermentbasert ledelse og job-crafting: Den mulige modererende rollen av nevrotisisme

This quantitative diary study adds to the existing job-crafting literature by examining daily influence of empowerment leadership (autonomy and development support) on follower's job-crafting behavior ( increasing challenging job-demands" and increasing personal resources"). We also examined whether the employees level of neuroticism can function as a moderator in this relationship. The data collection are based on a sample of cadets from Sjøkrigsskolen (N=87). Over a period of 30 days, the cadets filled out a daily questionnaire that measured fluctuating variables, such as empowerment leadership and job-crafting. They also filled out a questionnaire before the expedition, which measured more stable variables, as neuroticism. The results from the multilevel analysis shows that the cadets engage in more job-crafting behavior on days were their leader shows empowerment leadership. Furthermore, the main effect of neuroticism shows that those high on this trait will engage in less job-crafting behavior in terms of increasing challenging job-demands". We did not find a corresponding relationship between neuroticism and increasing personal resources". Further, the results shows that there were no interaction effect between autonomy support and neuroticism for the cadet's daily job-crafting behavior. However, such an interaction effect were present between development support and neuroticism for the cadets' daily job-crafting. This study provide important information about employees' inclination to craft their job, and about their responsiveness to leadership. Based on this, the results suggest that leaders have an important role in facilitating employees' job-crafting, and that this might be more efficient if they consider individual differences