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Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly structured work. Our study addresses this gap by analyzing the effects of transformational leadership on job crafting and i-deals in blue- and white-collar jobs.

To test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.

Our results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.

The study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.

This study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.

The study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.

The sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.

The results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.

Despite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).

Although the importance of high-performance work practices to foster individual-level outcomes is well documented, how team-level perception of HPWPs impacts team-level outcomes is not well researched, particularly in the hospitality sector. To fill this research gap, the role of team-level perception of HPWPs in fostering team engagement through team psychological capital is investigated.

A survey was conducted using a structured questionnaire.

The study findings suggest that in the presence of HPWPs, front-line service employees have high psychological resources and are more engaged in performing their organizational tasks.

The hotel management should benefit from high-performance work practices to enhance employees' attachment with their service organizations for exhibiting work engagement.

Healthcare organizations require more proactive behaviors from nursing professionals. However, nurse managers’ proactivity has rarely been analyzed in the literature and little is known about the antecedents and consequences of their proactive behavior at work. This study examines the relationships between job characteristics (i.e. job autonomy and job variety), psychological empowerment, proactive work behavior and job effectiveness indicators (i.e. innovative work behavior, job performance). We tested a model in which psychological empowerment and proactive work behavior sequentially mediate the relationship between job characteristics and job effectiveness.

A cross-sectional study was conducted among nurse middle managers from a French hospital (N = 321). A hypothetical model was developed based on existing theory. Structural equation modeling was used to test the hypotheses.

Results show that psychological empowerment and proactive work behavior fully mediate the relationship between job characteristics and innovative work behavior, and partially mediate the relationship between job characteristics and job performance.

This study provides insights for understanding how job characteristics can contribute to fostering the proactivity of nurse middle managers and how their proactive work behavior can be positively related to innovative work behavior and job performance. Findings raise several implications for hospital administrators and upper management seeking new ways to enhance nurse middle managers' proactive work behavior and push further their effectiveness at work.

This study aimed to investigate the impact of benevolent leadership on proactive customer service performance by creating a moderated mediation model. The model focuses on the role of harmonious passion as a mediator in the relationship between benevolent leadership and proactive customer service performance as well as the moderating influence of proactive personality on this mediation.

The model was tested using data from 339 immediate supervisor-subordinate pairs in eight five-star hotels in Egypt. Frontline service employees and their immediate supervisors completed separate questionnaires, and the responses were matched using identification numbers.

The results indicate that harmonious passion fully mediates the positive relationship between benevolent leadership and proactive customer service performance. Additionally, proactive personality was found to moderate the mediated relationship between benevolent leadership and proactive customer service performance through harmonious passion, such that the mediation was stronger for employees with higher proactive personalities.

By testing the moderated mediation model, this study contributes to our theoretical understanding of the motivational mechanism through which benevolent leadership influences proactive customer service performance.

This research offers initial evidence of the mediating role of harmonious passion in the positive relationship between benevolent leadership and proactive customer service performance. The moderated mediation model extends existing findings by incorporating proactive personality as a significant moderator in explaining the impact of benevolent leadership on proactive customer service performance.

Construction project team members’ job burnout damages the physical health of members and also have a negative effect on project performance. This study primarily aims to empirically examine the relationship between coaching project managers (CPMs) and team members’ job burnout. Moreover, this research examines the cross-level mediating effect of team caring ethical climate and team members’ team-based self-esteem (TBSE) on the relationship between the two aspects.

This study uses conservation of resources theory as basis to construct a cross-level research model of the effect of CPMs on team members’ job burnout. Thereafter, regression analysis was performed on a sample of 431 team members from 83 teams.

According to the empirical results, the authors found that, in construction project teams, first, CPMs were negatively correlated with team members’ job burnout and positively correlated with caring ethical climate and team members’ TBSE. Second, caring ethical climate and team members’ TBSE played a cross-level mediating role between CPMs and team members’ job burnout. In addition, caring ethical climate played a cross-level moderating role in the negative relationship between team members’ TBSE and job burnout.

This study introduces coaching leadership, an important leadership type, into the research background of construction project teams, thereby theoretically enriching the research on construction project team leadership. Moreover, by further expanding the research on the consequences of coaching leadership to the field of job burnout, this study also enriches the theoretical results of the research on the consequences of coaching leadership.

Drawing from the social exchange theory and leadership-making model, this study aimed to develop a research model where innovation climate (IC) mediates the servant leadership (SL) influence on innovative work behavior (IWB).

Through structural equation modeling, we evaluated the aforementioned links using data gathered from 324 employees drawn from Uganda’s local government (LG) employees.

The findings show that the impact of SL on IWB is mediated by IC. An IC within the organization is made possible by effective SL ethos; moreover, this climate promotes IWB. Also, the innovative nature of LG employees promotes IWB.

LG leadership ought to be committed to the SL philosophy since it fosters an environment that encourages IWB. To spark IWB, it should also take advantage of the innovative environment. Management must make sure that in such a setting, supervisors are construed as servant leaders and low cadre staff have the capacity to be servant leaders. Employees will be more motivated to contribute to the organization by engaging in high IWB once they have received the training, empowerment and rewards they deserve in a setting that emphasizes effective SL principles.

Despite the existence of numerous studies, there is little empirical evidence that SL influences IWB within the setting of the LG sector. Evidence for the underlying mechanism by which SL promotes IWB is still lacking. Third, we explicitly test the IWB model developed based on euro-leaning theories using the LG context. Finally, there is a dearth of data relevant to how IC affects IWB. The research addresses these gaps.

This study explores how controlling leadership behaviors, such as authoritarian leadership and abusive supervision, affect police officers’ proactive behavior. Specifically, it examines how perceived powerlessness mediates the relationship between these leadership styles and officers’ proactive behavior.

We employed structural equation modeling with partial least squares analysis to test our hypotheses, utilizing a sample of police officers employed within a regional police institution in Indonesia.

The findings of this study indicate that both authoritarian leadership and abusive supervision have the potential to diminish or impede the proactive behavior of police officers by shaping their perception of powerlessness.

This study contributes to the broader understanding of how leader-controlling behaviors, such as authoritarian leadership and abusive supervision, impact the proactive behavior of police officers within the specific context of Indonesia.

Drawing on appraisal theory of emotion, this study aims to establish and test a moderated mediation model underlying the process of exploitative leadership by investigating the mediating role of job anxiety and the moderating role of psychological entitlement.

We collected two-wave questionnaire data from 355 supervisors with matched responses from 1,065 subordinates in Hubei province of China. Hierarchical multiple regression and PROCESS macro were applied to test our hypotheses.

The results indicated that supervisor perceived overqualification prompted supervisor job anxiety, which then led to raised exploitative leadership. Additionally, we found that supervisor psychological entitlement intensified the direct effect of supervisor perceived overqualification on supervisor job anxiety as well as the indirect effect of supervisor perceived overqualification on exploitative leadership through supervisor job anxiety.

Although researchers have documented a growing number of consequences of exploitative leadership, less focus has been placed on its antecedents. The study extends our understanding of why, how and when supervisors engage in exploitative behaviors.

This study explores the impact of transformational leadership on work engagement within remote work settings. More specifically, we investigate whether supervisor’s perceived digital communication skills moderate the relationship between perceived supervisor support and work engagement.

Moderated mediation model has been tested using a sample of 410 consultants in Italy who worked within a fully remote work setting during Covid-19 pandemic.

Drawing on construal level theory and social presence theory, our study provides insights into the dynamics of leadership and work engagement in remote work settings. We demonstrate that, despite the challenges posed by physical distance, transformational leaders can effectively stimulate the work engagement of remote collaborators. Moreover, our findings suggest that the perceived digital communication skills of supervisors play a crucial role in moderating the relationship between perceived supervisor support and work engagement. This underscores the importance of supervisors' adept use of digital tools in conveying psychological presence and fostering employee engagement in remote work environments.

Our study highlights the importance of developing supervisors' digital communication skills to support and stimulate employee engagement in remote work settings.

This study contributes to the literature by providing one of the first empirical tests of the relationship between transformational leadership, perceived supervisor support, supervisor’s digital communication skills and work engagement within a remote work setting. By challenging prior assumptions and offering novel insights, our research enhances understanding of leadership dynamics and provides practical guidance for organizations navigating the challenges of remote work.