10. Leadership and Job Crafting

Question 1

Job Crafting represents

Answer 1

Proactive employee behavior and a bottom-up job redesign approach

Question 2

Job crafting

Answer 2

The actions employees take to shape, mold, and redefine their jobs

Question 3

Job crafting contributes to organizations when

Answer 3

There is an alignment with organizational objectives

Question 4

Job crafting occurs on

Answer 4

A daily basis: the job is being re-created or crafted all the time.

Question 5

Job Demands-Resources (JD-R) Theory

Answer 5

Job characteristics can always be classified into two categories:

1) Job Demands
2) Job Resources

Question 6

Job Crafting (JD-R definition)

Answer 6

The self-initiated behaviors of employees to make changes in their level of job demands or job resources

Question 7

Job demands

Answer 7

Physical, psychological, social or organizational aspects of the job that require sustained physical and/or psychological (cognitive and emotional) effort or skills; and are therefore associated with certain physiological and/or psychological costs.

Question 8

Job resources

Answer 8

Physical, psychological, social or organizational aspects of the job that are either/or:

1) Functional in achieving work goals
2) Reduce job demands and the associated physiological and psychological costs
3) Stimulate personal growth, learning and development

Question 9

Most common predictors of reduced health

Answer 9

Job demands

Question 10

Most common predictors of work motivation

Answer 10

Job resources

Question 11

Job crafting

Answer 11

Proactive employee behavior consisting of seeking resources, seeking challenges, and reducing demands

Question 12

Expansion-oriented job crafting

Answer 12

Increasing the number and complexity of tasks and interaction with others

Question 13

Contraction-oriented job crafting

Answer 13

Reducing complexity of the tasks or limiting the number of relationships at work

Question 14

Team-level job crafting

Answer 14

Team members (rather than individual agents) jointly determine how to alter task and relational boundaries in order to meet their common goals

Question 15

Dimensions of job crafting

Answer 15

1) Increasing structural job resources
2) Increasing social job resources
3) Increasing challenging job demands
4) Decreasing hindering job demands

Question 16

Individual outcomes of job crafting

Answer 16

Immediate: work engagement, need satisfaction.

Long-term: work meaning and identity, person-job fit.

Question 17

Organizational outcomes of job crafting

Answer 17

Immediate: Job satisfaction, job performance.

Long-term: Organizational commitment, job design.

Question 18

Leaders can stimulate job crafting by

Answer 18

1) Developing personal resources of employees
2) Designing resourceful jobs with urgency to craft
3) Promoting employee’s organizational identification
4) Building a trusting, open, and supportive work climate

Question 19

Tangible resources that leaders can give

Answer 19

Empowerment, training opportunities, and decision latitude

Question 20

Intangible resources that leaders can give

Answer 20

Work-related information, feedback, knowledge, and experience

Question 21

A job with resources might not be enough to job craft, there should also be

Answer 21

Urgency: high demands.

Question 22

Leader secure-base support (leader availability, encouragement, and noninterference) predicted

Answer 22

Employee’s proactive work behavior through promoting their self-efficacy and autonomous motivation.

Question 23

Two major factors that may affect the extent to which low-rank employees craft their jobs

Answer 23

1) Job constraints

2) Lack of power

Question 24

Empowering leadership

Answer 24

Enhancing the significance of the work, fostering participation in decision making, expressing confidence in high performance, and providing autonomy from bureaucratic constraints

Question 25

Empowered employees feel that

Answer 25

1) Their work is personally important (meaningful)
2) They have freedom to choose how to initiate and perform work tasks (self-determination)
3) They have the ability to successfully perform work tasks (self-efficacy)
4) They are able to make a difference in work outcomes (impact)

Question 26

Moderators between leadership and job crafting

Answer 26

1) Power distance
2) Proactive personality
3) Individual temperament

Question 27

Approach temperament

Answer 27

Neurophysiological sensitivity towards positive stimuli (reward) accompanied by a behavioral predisposition towards such stimuli.

Seeking resources and challenges.

Question 28

Avoidance approach temperament

Answer 28

Neurophysiological sensitivity towards negative or undesirable stimuli (punishment) accompanied by a behavioral predisposition away from such stimuli.

Reducing demands.

Question 29

Transformational leadership

Answer 29

May stimulate the pursuit of approach goals (encouraging personal growth)

Question 30

Transactional leadership

Answer 30

May increase the pursuit of avoidance goals (avoiding mistakes)

Question 31

Job characteristics as moderators

Answer 31

1) Job autonomy
2) Job uncertainty
3) Workload

Question 32

Job crafters may have a feeling of ownership toward their jobs because

Answer 32

1) They feel control over jobs
2) Invest their time and effort into jobs
3) Have intimate knowledge of jobs