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The objective of this study was to investigate the link between ethical leadership and followers’ job crafting. Based on social learning theory and the job demands-resources model, we expected that followers’ role-breadth self-efficacy and work engagement would serially mediate the association between this leadership style and followers’ job crafting.

A quantitative analysis was conducted among a sample of 458 subordinates that assessed the ethical leadership of their direct supervisor and reported on their own role-breadth self-efficacy, engagement and job crafting behaviours.

Ethical leadership was positively associated with followers’ increasing structural resources, increasing social resources and increasing challenging demands. The mediation hypothesis was supported for increasing challenging demands but not for increasing social resources. Results unexpectedly suggested that the indirect positive effect suppresses the direct negative effect of ethical leadership on followers’ increasing structural resources, the total effect becoming positive. This leadership style was not associated with followers’ decreasing hindering demands.

The research highlights the possibility that ethical leadership trainings may stimulate followers' job crafting.

The study explores for the first time the relationship between this leadership style and job crafting behaviours of subordinates and, moreover, provides an explanatory mechanism for the relationship between these variables.

In the current economy, organizations operate in an unpredictable and changing environment in which employees’ performance and proactivity can represent strategic advantages. However, it is not clear how managers can stimulate the performance and proactivity of subordinates. The purpose of the current study was to investigate the relationships between engaging leadership (an approach to managing people that is focused on fulfilling followers’ psychological needs for autonomy, competence, relatedness and meaningfulness) and subordinates’ job performance and intrapreneurship (organizational venture creation and the strategic renewal generated by employees within the company they work for). Based on the self-determination theory and job demands-resources model, we expected followers’ work engagement and job crafting (changes regarding job resources and demands that employees proactively make) to mediate the link between engaging leadership and followers’ performance and intrapreneurship.

A sample of 401 employees completed the study questionnaire. Employees evaluated their direct supervisors’ engaging leadership and reported on their own work engagement, job crafting, performance and intrapreneurship. The proposed relationships were tested using SEM.

Results indicated that the relationships between engaging leadership and followers’ job performance and intrapreneurship were mediated by followers’ work engagement and two job crafting components (increasing structural resources and increasing challenging demands).

This study expands the range of outcomes of engaging leadership. In addition, it provides an explanatory mechanism for the relationship between engaging leadership and followers’ proactivity.

Investigating the role of leadership during the COVID-19 pandemic in maintaining the well-being and performance of the medical personnel, as frontline workers, is of major importance. The aim of this study was to investigate the relationships between engaging leadership in health care during COVID-19 pandemic and followers’ work engagement and performance and to test the mediating role of followers’ basic psychological need satisfaction in these relationships.

A cross-sectional study was conducted on a sample consisting of 200 health-care employees. Data were collected starting with May 2020 and ending with November 2020, during the COVID-19 pandemic. Participants reported on the engaging leadership of their direct supervisor and on their own psychological need satisfaction, work meaningfulness, work engagement and quality of care.

The positive association between engaging leadership and followers’ work engagement was fully mediated by followers’ basic needs satisfaction. The relationship between engaging leadership and followers’ quality of patient care was not supported. Work meaningfulness did not mediate the link between engaging leadership and followers’ engagement.

By meeting followers’ needs for autonomy, competence and relatedness, engaging leaders can stimulate followers’ work engagement during outbreaks and other similar crises. Managers in health care may maintain a high level of followers’ work engagement during crises if they adopt an engaging leadership style.

The study investigated for the first time the role of meeting the psychological needs of health-care workers by leaders during a health-care crisis.

The present study examines the incremental validity of engaging leadership in predicting five fundamental organizational outcomes (followers’ organizational commitment, work engagement, task performance, organizational citizenship behaviour and counterproductive work behaviour) over transformational leadership.

The study is cross-sectional in nature and a survey questionnaire was used for data collection. Data were collected from 402 workers in different fields. Hierarchical multiple regression was used in order to determine the incremental validity of engaging leadership.

Our results indicated that engaging leadership contributes additional variance over and above transformational leadership in predicting the five organizational outcomes.

The results of the study suggest that combining engaging leadership interventions with transformational leadership interventions may lead to better results.

The present study supports the empirical distinction of engaging leadership from transformational leadership, addressing possible concerns regarding construct redundancy.

Boredom at work is associated with negative consequences, therefore it is important to investigate whether employees engage in job crafting behaviors that reduce boredom and what are the individual differences associated with these behaviors. The paper aims to discuss these issues.

A questionnaire study was designed to examine the mediating role of job crafting in the relationship between conscientiousness and emotional stability and boredom among 252 employees (Study 1) and in the relationship between Machiavellianism and psychopathy and boredom among 216 employees (Study 2).

The results showed that conscientiousness is negatively related to work-related boredom. This relationship is mediated by job crafting. Neuroticism and psychopathy are positively associated with boredom at work, but these relationships are not mediated by job crafting behaviors.

The study was based on self-reported measures, which might raise questions of common-method bias, and the research samples contained mostly women and young employees, which raises questions about generalizability of our findings. At the same time, the cross-sectional design does not allow causal inferences.

Organizations can select employees based on their personality for jobs that predispose to boredom and give them enough autonomy to be able to craft them. Moreover, they can identify employees who need support to manage their boredom and include them in job crafting interventions.

Traditionally, boredom at work has been considered as resulting from characteristics of tasks and jobs. The findings indicate that some employees can make self-initiated changes to their work in order to reduce their boredom and possibly its negative consequences.