Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership
Organizations are questioning the effectiveness of one-size-fits-all leadership approaches in managing and developing employees. This article proposes that leaders can support employees in crafting their work experience. By integrating the behavioral domains conducive to job crafting, the Michelange...
Saved in:
| Main Authors: | , , , |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
MDPI AG
2024-12-01
|
| Series: | Administrative Sciences |
| Subjects: | |
| Online Access: | https://www.mdpi.com/2076-3387/15/1/8 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| _version_ | 1832589473752285184 |
|---|---|
| author | Ferdinando Paolo Santarpia Laura Borgogni Giulia Cantonetti Sara Brecciaroli |
| author_facet | Ferdinando Paolo Santarpia Laura Borgogni Giulia Cantonetti Sara Brecciaroli |
| author_sort | Ferdinando Paolo Santarpia |
| collection | DOAJ |
| description | Organizations are questioning the effectiveness of one-size-fits-all leadership approaches in managing and developing employees. This article proposes that leaders can support employees in crafting their work experience. By integrating the behavioral domains conducive to job crafting, the Michelangelo model and the leadership for organizational adaptability framework, we introduce the crafting leadership model—a behavioral style where leaders adapt their behaviors to employees’ characteristics to co-construct their fit at work and foster the development of both people and organizations—providing a conceptual foundation for identifying its key behavioral facets and highlighting its unique value compared to existing leadership styles. We developed and validated a questionnaire using structural equation modeling. In Study 1 (N = 2137) and Study 2 (N = 1507), the questionnaire was tested for factor structure, reliability, discriminant, and predictive validity. The results supported a higher-order structure of crafting leadership, underlying three distinct behavioral facets: tailoring, person–organization alignment, and catalyst. Results revealed that crafting leadership (a) was distinct from strength-based, servant, and transformational leadership and (b) correlated with and explained additional variance in employee outcomes, namely needs–supplies fit, meaningful work, job-crafting behaviors, work engagement, and turnover intentions. Implications for research and practice are discussed. |
| format | Article |
| id | doaj-art-69d62968278e49628a551aaa4f5579cc |
| institution | Kabale University |
| issn | 2076-3387 |
| language | English |
| publishDate | 2024-12-01 |
| publisher | MDPI AG |
| record_format | Article |
| series | Administrative Sciences |
| spelling | doaj-art-69d62968278e49628a551aaa4f5579cc2025-01-24T13:15:18ZengMDPI AGAdministrative Sciences2076-33872024-12-01151810.3390/admsci15010008Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting LeadershipFerdinando Paolo Santarpia0Laura Borgogni1Giulia Cantonetti2Sara Brecciaroli3Department of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, ItalyDepartment of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, ItalyDepartment of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, ItalyDepartment of Psychology, Faculty of Medicine and Psychology Sapienza, University of Rome, Via dei Marsi 78, 00185 Rome, ItalyOrganizations are questioning the effectiveness of one-size-fits-all leadership approaches in managing and developing employees. This article proposes that leaders can support employees in crafting their work experience. By integrating the behavioral domains conducive to job crafting, the Michelangelo model and the leadership for organizational adaptability framework, we introduce the crafting leadership model—a behavioral style where leaders adapt their behaviors to employees’ characteristics to co-construct their fit at work and foster the development of both people and organizations—providing a conceptual foundation for identifying its key behavioral facets and highlighting its unique value compared to existing leadership styles. We developed and validated a questionnaire using structural equation modeling. In Study 1 (N = 2137) and Study 2 (N = 1507), the questionnaire was tested for factor structure, reliability, discriminant, and predictive validity. The results supported a higher-order structure of crafting leadership, underlying three distinct behavioral facets: tailoring, person–organization alignment, and catalyst. Results revealed that crafting leadership (a) was distinct from strength-based, servant, and transformational leadership and (b) correlated with and explained additional variance in employee outcomes, namely needs–supplies fit, meaningful work, job-crafting behaviors, work engagement, and turnover intentions. Implications for research and practice are discussed.https://www.mdpi.com/2076-3387/15/1/8leadership behaviorcrafting leadershipjob craftingneeds–supplies fitwork engagementmeaningful work |
| spellingShingle | Ferdinando Paolo Santarpia Laura Borgogni Giulia Cantonetti Sara Brecciaroli Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership Administrative Sciences leadership behavior crafting leadership job crafting needs–supplies fit work engagement meaningful work |
| title | Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership |
| title_full | Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership |
| title_fullStr | Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership |
| title_full_unstemmed | Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership |
| title_short | Sculpting Leadership on Employees’ Craft: The Conceptual Framework and Measure of Crafting Leadership |
| title_sort | sculpting leadership on employees craft the conceptual framework and measure of crafting leadership |
| topic | leadership behavior crafting leadership job crafting needs–supplies fit work engagement meaningful work |
| url | https://www.mdpi.com/2076-3387/15/1/8 |
| work_keys_str_mv | AT ferdinandopaolosantarpia sculptingleadershiponemployeescrafttheconceptualframeworkandmeasureofcraftingleadership AT lauraborgogni sculptingleadershiponemployeescrafttheconceptualframeworkandmeasureofcraftingleadership AT giuliacantonetti sculptingleadershiponemployeescrafttheconceptualframeworkandmeasureofcraftingleadership AT sarabrecciaroli sculptingleadershiponemployeescrafttheconceptualframeworkandmeasureofcraftingleadership |