Daily Empowering Leadership and Job Crafting: Examining Moderators

In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader day (a certain day) empowering behaviors are more strongly related to employee day (next day after the certain day) job crafting when employee day work meaning is low and employee day vigor is high. Our findings suggest that only under certain conditions can empowering leadership promote employee job crafting on a daily basis.