LAUSR

In this study, we aim to explore the link between transformational leadership and job crafting. We predict that transformational leadership will stimulate employee job crafting (seeking resources, seeking challenges, and reducing demands) by increasing their adaptability; but that transformational leadership will be less effective when employees have higher levels of organizational identification. We collected data from 185 dyads of subordinates and supervisors. Supervisors rated their own transformational leadership and subordinates' adaptability, and subordinates rated their own job crafting and organizational identification. Results from structural equation modelling analyses partially supported our hypotheses. In general our findings suggest that transformational leadership is associated with more expansion job crafting (seeking resources and seeking challenges) via adaptability, particularly for employees with lower organizational identification. We conclude that transformational leadership is an important antecedent of employee adaptability and proactivity at work.