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| The Effect of Transformational Leadership on Employees’ Change Supportive Behavior：A Study from the Perspective of Job Crafting |
| HE Guohua，ZHENG Xinnian，WANG Yanfei，GUO Zisheng，ZHU Yu |
| 1. Sun Yat-sen University, Guangzhou, China; 2. Université de Montréal, Montréal, Quebec Canada; 3. South China University of Technology, Guangzhou, China;4. Jinan University, Guangzhou, China |
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Abstract Based on job crafting theory, this study investigates whether, how, and when transformational leadership affects employees’ change supportive behavior. A paired sample of 286 team leaders and 858 subordinates was used to empirically test the hypothesis using a multi-level structural equation model. The results showed that promotion-oriented and prevention-oriented job crafting play a mediating role in the process of transformational leadership affecting employees’ change supportive behavior. Additionally, the team competition climate has a significant moderating effect on the relationship between transformational leadership and job crafting. Specifically, the higher the team competition climate is, the stronger is the positive relationship between transformational and promotion-oriented job crafting. Furthermore, the negative relationship between transformational leadership and prevention-oriented job crafting is stronger.
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Received: 26 June 2022
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