Joint Effects of Benevolent and Moral Leadership on Employee Job Crafting

被引：0

作者：

Li, Jie ^{[1
]}

Li, Haorui ^{[1
]}

He, Xie ^{[2
]}

Yang, Yunyue ^{[3
]}

Zhang, Chen ^{[1
]}

机构：

[1] Xian Jiaotong Liverpool Univ, Int Business Sch Suzhou, Suzhou, Peoples R China

[2] Nanyang Technol Univ, Sch Mech & Aerosp Engn, Singapore, Singapore

[3] Yokohama Natl Univ, Grad Sch Int Social Sci, 79-4 Tokiwadai,Hodogaya Ku, Yokohama, Kanagawa 2408501, Japan

来源：

JOURNAL OF PERSONNEL PSYCHOLOGY | 2025年

关键词：

benevolent leadership; moral leadership; trust in management; job crafting; Chinese employees; PATERNALISTIC LEADERSHIP; ETHICAL LEADERSHIP; ORGANIZATIONAL IDENTIFICATION; TRUST;

D O I：

10.1027/1866-5888/a000365

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

Drawing on social identity theory, this research examines how two dimensions of paternalistic leadership - benevolent and moral leadership - influence employees' engagement in job crafting. A two-wave survey was conducted among 297 Chinese employees from different industries. The results indicate a positive relationship between benevolent leadership and job crafting. Employee trust in management is identified as a mediating factor in this relationship. In addition, moral leadership is found to moderate the indirect relationship between benevolent leadership and job crafting through trust in management. This study contributes to the literature on paternalistic leadership and job crafting by providing insights into the mechanisms in the Asian context. Limitations and directions for future research are also discussed.

引用

页数：12

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