Abstract
Based on conservation of resource (COR) theory, we explore the influence of empowering leadership on service industry employees’ job crafting. Multi-level data were collected employees nested within work teams in the service industry. Our findings suggest that empowering leadership is positively associated with job crafting via psychological availability. Moreover, perceived organization support significantly moderated the positive relationship between empowering leadership and job crafting. The present study reveals the cross-level effects of empowering leadership and provides practical suggestions to foster employees’ job crafting in organizations.
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