Abstract
ABSTRACTWe developed a moderated mediation model to demonstrate how leader mindfulness in communication influences team job crafting through team resilience, a process contingent on team open‐mindedness. To test our model, we surveyed 423 members from 65 teams in Study 1 and 540 members from 113 teams in Study 2. The results showed that leader mindfulness in communication was positively related to team job crafting via team resilience; this mediating effect was stronger when team open‐mindedness was higher. Our study advances research on team job crafting in two ways. First, it identifies leader mindfulness in communication as an important antecedent of team job crafting, which helps broaden the current understanding of leadership. Second, by examining the roles of team resilience and open‐mindedness, this study advances the understanding of why and when leader mindfulness in communication is related to team job crafting.
Published Version
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