Leaders as role models: Effects of leader job crafting on team and employee job crafting

Job crafting is a well-known construct, which defines the proactive behavior of employees to shape, mold, and change their jobs (Tims & Bakker, 2010; Wrzesniewski & Dutton, 2001). Meta-Analysis showed, that Job Crafting as a whole is positively related to work engagement, job satisfaction, job performance, person-job-fit, meaningfulness, psychological well-being, and other constructs. In addition, job crafting is negatively connected with burnout, job strain, negative affect, and psychological distress. The aim of the study is to analyze the interrelationships of job crafting by leaders and their teams. The focus is on the four job crafting dimensions according to Tims and Bakker (2010) and the time-spatial crafting according to Wessels (2017). Based on a study by Xin et al. (2020), it is assumed that each dimension of job crafting shown by leaders is positively related to the team members' job crafting. Moreover, the leadership identification is tested as a moderator. It is examined if prototypicality of the leader moderates these relationships.