Abstract
While leadership undeniably holds a substantial influence on subordinates’ work behaviors and career trajectories, the comprehensive exploration of these dynamics has remained limited. This integrative review aims to fill this gap by collectively examining the interplay among organizational leadership, employee job crafting, and career development. Our study analyzes and synthesizes findings from 47 selected empirical studies and presents an integrated model that suggests for the expansion of the current research landscape. This review further serves as a valuable guide for human resource development (HRD) professionals and practitioners. It also provides insights for designing effective approaches that enable leaders to fulfill crucial roles in facilitating employee job crafting and career development within organizational contexts.
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