The role of organization-based self-esteem and job resources in promoting employees’ job crafting behaviors

The Impact of Empowering Leadership on Taking Charge Behaviors: Mediating Strengths Use and Moderating Ambition

Drawing on conservation of resources theory, this study aims to explore the mediating role of employees' strengths use and the moderating role of employees' ambitions in the relationship between empowering leadership and employees' taking charge behaviors. A total of 333 Chinese employees from various organizations across China (including industries such as manufacturing, IT, and education) completed our survey at two time points, with a two-week lag. We used structural equation modeling and moderated mediation path analysis to test our hypotheses. The research revealed that strengths use partially mediated the relationship between empowering leadership and employees' taking charge behaviors, and ambition positively moderated the relationship between empowering leadership and strengths use, as well as the indirect relationship between empowering leadership and employees' taking charge behaviors through strengths use. It extends the application field of strengths use, providing a new theoretical perspective on behavioral mechanisms for understanding the empowering leadership-employees' taking charge behaviors relationship, and offers valuable strategies for organizations and leaders to promote employees' taking charge behaviors more effectively.

How does psychosocial safety climate cross-level influence work engagement and job burnout: the roles of organization-based self-esteem and psychological detachment

BACKGROUND

Existing researches on nurses' work engagement and job burnout have mostly stayed at the individual level, and limited researches test the cross-level effects of psychosocial safety climate (PSC). The study aimed to explore the cross-level mediating effect of organization-based self-esteem (OBSE) and the moderating effect of psychological detachment between the relationship of PSC and work engagement and job burnout in nurses.

METHODS

The cross-sectional study was conducted during November to December 2022 at a tertiary hospital in a northeastern province of China. Data was collected from 1832 nurses through an online questionnaire. Correlation analyses and hierarchical linear modeling were used to test study hypotheses.

RESULTS

The results showed that PSC was positively associated with work engagement, and negatively associated with job burnout. OBSE mediated the effect of PSC on work engagement, as well as job burnout. Additionally, psychological detachment played a moderating role between PSC and work engagement, but no moderating effect was found between PSC and job burnout.

CONCLUSIONS

PSC at the organizational level increases work engagement and reduces job burnout by stimulating nurses' high levels of OBSE. Psychological detachment, as a situational factor, enhances the positive influence of PSC on work engagement. The implementation of measures to improve the PSC levels of the organization, and the levels of OBSE and psychological detachment among nurses could help to promote their good work performance.

Service Employees' Mindfulness and Job Crafting amid COVID-19: The Roles of Resilience, Organizational Health Climate, and Health-Oriented Leadership

Due to changes in the work environment resulting from the COVID-19 pandemic, service employees' behavior, that proactively reshapes the content and meaning of work (i.e., job crafting), is increasingly important. We identified mindfulness as a key individual trait contributing to job crafting in the pandemic context. The purpose of our study was to examine the mediating effect of resilience on the relationship between mindfulness and job crafting, and the moderating effects of perceived organizational health climate and health-oriented leadership on the mindfulness-resilience relationship. We administered two-wave online surveys to 301 South Korean service employees after the onset of COVID-19 (January 20, 2020). Data for mindfulness, resilience, perceived organizational health climate, and health-oriented leadership were collected via participants' self-report in March, 2020. One month later (April, 2020), we obtained their self-ratings of job crafting. Results showed that resilience mediated the relationship between mindfulness and job crafting. The positive relationship between these two variables was more pronounced when perceived organizational health climate was high than when it was low. Perceived organizational health climate further moderated the indirect effect of mindfulness on job crafting through resilience.

Proactive Personality as a Critical Condition for Seeking Advice and Crafting Tasks in Ambiguous Roles

In increasingly ambiguous work contexts, advice-seeking and task crafting behaviors are becoming more significant than ever before. Drawing on the uncertainty reduction theory, this study examined how role ambiguity would affect advice-seeking and task crafting. We also investigated whether a proactive personality would moderate the effects based on the capacity-willingness-opportunity model. The results, based on a two-wave design with a sample of 160 employees in South Korea, revealed that role ambiguity did not affect advice-seeking and task crafting directly. However, it was found that, as role ambiguity increased, employees with proactive personality became more involved in advice-seeking and task crafting. These findings indicate that role ambiguity serves as an opportunity for proactive employees who have the capacity and willingness to seek advice and craft tasks.

The Effects of Insecure Attachment Style on Workplace Deviance: A Moderated Mediation Analysis

The purpose of this study is to explore why workplace deviance behavior among employees has increased during Corona Virus Disease 2019 (COVID-19) from the perspective of insecure attachment style. Based on attachment theory, we propose and test the effect of insecure attachment style (attachment anxiety, attachment avoidance) on deviance behavior (organizational deviance behavior, interpersonal deviance behavior) via organization-based self-esteem using 422 data from Chinese employees. And we further examine the moderating role of leader–member exchange in reducing workplace deviance behavior. The findings show that attachment anxiety and attachment avoidance are both positively related to workplace deviance behavior. Attachment anxiety and attachment avoidance both indirectly predict organizational deviance behavior through organization-based self-esteem. Moreover, leader–member exchange can moderate the indirect effects of both attachment anxiety and attachment avoidance on organizational deviance behavior via organization-based self-esteem. This research highlights the fact that employees with insecure attachment style need more care from the organization during the COVID-19 pandemic and demonstrates that one of the key ways in which insecure attachment style increases organization-based self-esteem is by facilitating the development of high-quality leader–member exchange.