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Leading by leaving: Exploring the relationship between supervisory control, job crafting, self-competence and performance

Published online by Cambridge University Press:  15 November 2018

Domenico Berdicchia Open the ORCID record for Domenico Berdicchia [Opens in a new window]  and
Giovanni Masino Open the ORCID record for Giovanni Masino [Opens in a new window]
Domenico Berdicchia*
Affiliation:
Department of Economics and Management, University of Ferrara, Ferrara, Italy
Giovanni Masino*
Affiliation:
Department of Economics and Management, University of Ferrara, Ferrara, Italy
*
*Corresponding authors. Email: [email protected], [email protected]
*Corresponding authors. Email: [email protected], [email protected]
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Abstract

The purpose of this paper is to examine whether different supervisory styles are relevant in facilitating or inhibiting job crafting, and whether job crafting plays a significant role in promoting self-competence and work performance. Data were gathered from 162 employees in a large manufacturing company. We found a positive relationship between promotive control and job crafting, and a negative relationship between restrictive control and job crafting. Some job crafting behaviors positively affect both self-competence and performance, while others have a negative effect. Our results suggest that organizations interested in promoting job crafting should encourage a promotive style of leadership.

Keywords

promotive controlrestrictive controljob craftingself-competenceperformance
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Special Issue 4: Neurodiversity , July 2019 , pp. 572 - 590
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018 

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