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The purpose of this study was to explore school principals’ job crafting profiles during the prolonged COVID-19 crisis in 2021, and investigate profile differences regarding principals’ own perceived servant leadership, stress and work meaningfulness.

Using latent profile analysis (LPA), two job crafting profiles were identified: (1) active crafters (55%) and (2) average crafters (45%). By auxiliary measurement-error-weighted-method (BCH), we examined whether and how job crafting profiles differed in terms of servant leadership, stress and work meaningfulness.

Active crafters reported higher than the overall mean level of approach-oriented job crafting (increasing job resources and demands), whereas average crafters reported an overall mean level of approach-oriented job crafting. Avoidance-oriented job crafting by decreasing hindering job demands did not differentiate the two profiles. Active crafters reported significantly higher servant leadership behavior, stress and work meaningfulness than average crafters.

Study findings provide new knowledge and reflect the implications that the unprecedented pandemic had for education. This study contributes to the existing literature within the scholarship of job crafting through empirical research during the prolonged COVID-19 pandemic. For practitioners, these study findings reflect contextual constraints, organizational processes and culture, and leadership in workplaces.

The purpose of this study was to investigate the relationship between job crafting and work engagement and the potential mediating effect of organizational happiness on this relationship.

A sample of 256 full-time employees from various industries such as automobiles, retail, real estate, petrochemicals, investment, industrial and education, working at top 50 Forbes Middle East companies in UAE, were surveyed to gather data on job crafting, organizational happiness and work engagement. The study used an empirical research design, with data collected through surveys.

The results of this study, obtained through a two-step structural equation modelling approach, indicate that job crafting has a positive and direct influence on both organizational happiness and work engagement. The findings also suggest that the relationship between job crafting and work engagement is partially mediated by organizational happiness.

The findings emphasize the need for human resources (HR) professionals to develop programmes and training workshops focused on cultivating these concepts, particularly as remote and blended working arrangements become more prevalent. In addition, the study highlights the global impact of employee disengagement on financial losses and stresses the importance of revising HR policies in the UAE to mitigate potential risks. Lastly, the study suggests that enhancing happiness and reducing disengagement can be achieved through training managers and employees in task structuring techniques, emphasizing the teachability of job crafting skills through interventions that align tasks with employees’ interests.

To the best of the author's knowledge, this is the first study to theoretically explore and empirically test a proposed model on the relationships between job crafting, organizational happiness and work engagement in the context of the UAE.

Drawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.

A nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.

The study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.

The study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.

This paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.

This study investigated the relationship of strengths-based leadership with nurses’ turnover intention and the mediating roles of job crafting and work fatigue in the relationship.

Data comprising 318 valid participants from three hospitals in Beijing were gathered at two points in time, spaced by a two-month interval. Structural equation modeling with a bootstrapping analysis was applied to test hypotheses.

This study found that strengths-based leadership negatively relates to nurses’ turnover intention, and job crafting and work fatigue mediate the relationship of strengths-based leadership with turnover intention, respectively.

The findings of this study highlight the importance of strengths-based leadership in decreasing nurses’ turnover intention and reveal two potential mechanisms through which strengths-based leadership is related to nurses’ turnover intention. In order to retain nursing staff better, nurse leaders should execute more strengths-based leadership behaviors and make more efforts to promote nurses’ job crafting and to reduce nurses’ experience of work fatigue.

Despite its flourishing development since first proposed, job crafting literature has provided limited insights into why people craft their jobs. This study theoretically develops a two-dimensional integrative framework for the motives of job crafting, including orientation (self-oriented vs work-oriented vs other-oriented) and self-determination (autonomous vs introjected vs external) dimensions. We further investigate the specific motives of job crafting from actor and observer perspectives.

We conducted two critical-incident recall surveys among 120 and 100 employees from varied sectors and organizations, who responded from the actor and observer perspective respectively. 395 and 299 valid open-ended responses were then collected and coded following the steps for content analysis.

Drawing from the proposed two-dimensional theoretical framework, we identified 16 specific job crafting motives from actor and observer perspectives.

Our findings remind managers to pay attention to employees' motives of job crafting and take appropriate managerial actions according to their varied motives.

By incorporating job crafting from the motivation literature and identifying diversified motives that drive employees to engage in job crafting, this qualitative study contributes to both the job crafting literature and the broader application of self-determination theory in the field of organizational behavior.

This study aims to adapt and validate the Job Crafting Scale (JCS), a measure based on the conceptualization of job crafting of the job demands–resources theory, for a sample of Portuguese workers and to test its psychometric properties regarding validity (factor, convergent, discriminant, and criterion) and reliability.

Two subsamples (n1 = 315 and n2 = 329) of Portuguese workers aged 18 years old and over participated in this research. Exploratory factor analysis and confirmatory factor analysis were used to assess the factor structure.

The results indicated that the Portuguese version of the JCS, with 18 items, has a factor structure composed of four-correlated factors. Furthermore, the results demonstrated the existence of factor, discriminant, and criterion validity, as well as reliability.

This study provides a job crafting measure adapted to the Portuguese language that can serve as a diagnostic tool for workers and organizations.

Este estudio tuvo como objetivo adaptar y validar la Job Crafting Scale (JCS), una medida basada en la conceptualización de job crafting de la Teoría de Demandas-Recursos, para una muestra de trabajadores portugueses y probar sus propiedades psicométricas en cuanto a validez (factor, convergente, discriminante y de criterio) y confiabilidad.

En esta investigación participaron dos submuestras (n1 = 315 y n2 = 329) de trabajadores portugueses de 18 años o más. Se utilizó un análisis factorial exploratorio y un análisis factorial confirmatorio para evaluar la estructura factorial.

Los resultados indicaron que la versión portuguesa del JCS, con 18 ítems, tiene una estructura factorial compuesta por cuatro factores correlacionados. Además, los resultados demostraron la existencia de validez factorial, discriminante y de criterio, así como confiabilidad.

Este estudio proporciona una medida de job crafting adaptada a la lengua portuguesa que puede servir como herramienta de diagnóstico para trabajadores y organizaciones.

Este estudo teve como objetivo adaptar e validar a Job Crafting Scale (JCS), uma medida baseada na conceptualização de job crafting da Teoria das Exigências-Recursos, numa amostra de trabalhadores portugueses e testar as suas propriedades psicométricas quanto à validade (fatorial, convergente, discriminante e de critério) e fiabilidade.

Duas subamostras (n1 = 315 e n2 = 329) compostas por trabalhadores portugueses com 18 ou mais anos foram recolhidas. Foram utilizadas uma análise fatorial exploratória e uma análise fatorial confirmatória para analisar a estrutura fatorial.

Os resultados obtidos indicaram que a versão portuguesa da JCS, composta por 18 itens, possui uma estrutura fatorial composta por quatro fatores correlacionados. Além disso, os resultados demonstraram a existência de validade fatorial, discriminante e de critério, bem como de fiabilidade.

Este estudo fornece uma medida de job crafting adaptada para a língua portuguesa que pode servir como ferramenta de diagnóstico para trabalhadores e organizações.

Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.

To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.

The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.

This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.

The purpose of the research is to examine the impact of leader humor on employee job crafting. Using the insights from self-determination theory (SDT), we investigate the underlying mechanism of employees’ flow at work and the moderating role of employees’ playfulness trait.

We adopted a three-wave field survey of 306 employees recruited from various industries. The moderated mediation model was examined using latent structural equation model analysis.

Results revealed that leader humor positively affected employees’ flow at work and subsequent job crafting. Moreover, both the direct effect of leader humor on employees’ flow at work and the indirect effect of leader humor on employees’ job crafting via flow at work were amplified by employees’ playfulness trait.

Leaders are encouraged to use jokes and humorous language to facilitate job crafting among playful subordinates. Organizations can create a work environment conducive to flow at work through job redesign, regardless of employees’ levels of playfulness trait.

The paper uncovers the critical role of flow in the relationship between leader humor and employee job crafting and identifies employees’ playfulness trait as a boundary condition in which leader humor works.

This study aims to examine the association of employee resilience and agility with innovative performance and subjective well-being. Moreover, it tests job crafting as the underlying mechanism through which resilient and agile employees perform innovatively and experience higher subjective well-being.

The study used a survey-based research design and structural equation modeling technique to examine the proposed hypotheses. Data was collected from a sample of 380 employees working in the Indian information technology sector using survey questionnaires.

The results show that highly resilient and agile employees participate in job crafting that positively influences their innovative performance and subjective well-being. Job crafting fully mediates the association of resilience with work and well-being outcomes and partially mediates agility and outcomes.

There is a value in promoting the development of employee resilience and agility to foster ways in which employees can craft their jobs and, thus, maximize their innovative performance and subjective well-being.

This study makes an important contribution by underscoring the importance of personal resources (resilience and agility) as drivers of job crafting for higher innovative performance and subjective well-being.

Drawing upon the job demands-resources model, the purpose of this study is to investigate the differential relevance of contextual antecedents for job crafting dimensions (i.e. increasing structural and social job resources) and consequently for various aspects of work performance (in-role and extra-role performance). Despite considerable research on the role of job autonomy and social support in predicting job crafting, little attention has been paid to how problem-solving, a knowledge job characteristic, relates to job crafting dimensions.

Survey data were collected from 282 employees belonging to different information technology companies in Romania. Structural equation modeling was used to examine the hypothesized relations.

Problem-solving was positively related to both job crafting dimensions, whereas social support was positively related only to increasing social job resources. Unexpectedly, job autonomy predicted increasing structural resources only when social support was high, as the post-hoc analysis indicated. Furthermore, increasing structural job resources fully mediated the relationship of problem-solving with in-role performance and different types of extra-role behaviors, whereas increasing social resources did not act as a mediator.

The current study is the first to show that problem-solving is an important predictor for job crafting. Furthermore, this study contributes to the literature by revealing that crafting structural resources represents an important mechanism that explains the positive relationship between work design (i.e. problem-solving) and different performance facets.