Sense of calling, job crafting, spiritual leadership and work meaningfulness: a moderated mediation model

IF 3.6 3区管理学 Q2 MANAGEMENT

Leadership & Organization Development Journal Pub Date : 2021-04-06 DOI:10.1108/LODJ-09-2020-0392

Po-Chien Chang, Gao Xiaoxiao, Ting Wu

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引用次数: 16

Abstract

PurposeThe purpose of this paper is to examine the relationship between sense of calling and work meaningfulness with job crafting as a mediator and spiritual leadership as a moderator.Design/methodology/approachAdopting a three-wave procedure, data were collected from 333 participants across industries from Guangdong province, China.FindingsResults indicate that job crafting partially mediates the relationship between employee sense of calling and work meaningfulness. Moreover, the positive relationship between job crafting and work meaningfulness is more significant when spiritual leadership is high than when it is low. Additionally, spiritual leadership moderates the indirect relationship of sense of calling and work meaningfulness through job crafting such that the indirect effect of sense of calling is stronger when spiritual leadership is high than when it is low.Originality/valueBased on self-determination theory, this study adds to current literatures examining the importance of sense of calling on a person's career and explores the boundary conditions, which bring desirable outcomes.

查看原文本刊更多论文

使命感、工作塑造、精神领导力和工作意义：一种适度的调解模式

目的探讨使命感与工作意义之间的关系，以工作制作为中介，属灵领导为调节因子。设计/方法/方法采用三波程序，从中国广东省各行业的333名参与者中收集数据。研究结果表明，工作塑造在员工使命感与工作意义之间具有部分中介作用。此外，当属灵领导水平高时，工作制作与工作意义之间的正相关关系比属灵领导水平低时更为显著。此外，属灵领导通过工作塑造调节使命感与工作意义的间接关系，当属灵领导水平高时，使命感的间接效应比低时更强。原创性/价值本研究以自我决定理论为基础，在现有文献的基础上补充了职业使命感对职业发展的重要性，并探讨了职业使命感对职业发展的边界条件。

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来源期刊

Leadership & Organization Development Journal MANAGEMENT-

CiteScore

7.70

自引率

6.10%

发文量

期刊介绍： The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.