Research graph
References from Empowering leadership and university teachers’ work engagement: the mediating role of job crafting and the moderating role of role breadth self-efficacy. Local targets link to admitted publications; unresolved targets remain external evidence.
To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance
10.1037/0021-9010.90.5.945 · 2005 · External reference
Job demands-resources theory: taking stock and looking forward
10.1037/ocp0000056 · 2017 · External reference
Job demands-resources theory: frequently asked questions
10.1037/ocp0000376 · 2024 · External reference
Job demands-resources theory: ten years later
10.1146/annurev-orgpsych-120920-053933 · 2023 · External reference
Job crafting revisited: implications of an extended framework for active changes at work
10.1037/apl0000362 · 2019 · External reference
A role-resource approach-avoidance model of job crafting: a multimethod integration and extension of job crafting theory
10.5465/amj.2015.0604 · 2018 · External reference
Chinese university faculty's occupational well-being: applying and extending the job demands-resources model
10.1177/08948453211037005 · 2022 · External reference
Educators, not bureaucrats: how managerial professionals at international student services centers engage in job crafting and create meaning in their work
10.1080/03075079.2020.1716317 · 2021 · External reference
Two faces of empowering leadership: enabling and burdening
10.1016/j.leaqua.2016.01.006 · 2016 · External reference
A review of the effectiveness of empowering leadership
10.1016/j.leaqua.2018.08.005 · 2019 · External reference
Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test
10.1037/a0019364 · 2010 · External reference
Job crafting revisited: current insights, emerging challenges, and future directions
10.1146/annurev-orgpsych-020924-064242 · 2026 · External reference
Teacher well-being: a complementary variable- and person-centered approach harnessing job demands-resources theory
10.1016/j.cedpsych.2022.102121 · 2022 · External reference
Why and when empowering leadership has different effects on employee work performance: the pivotal roles of passion for work and role breadth self-efficacy
10.1177/1548051817707517 · 2018 · External reference
An index and test of linear moderated mediation
10.1080/00273171.2014.962683 · 2015 · External reference
Does job crafting affect employee outcomes via job characteristics? A meta-analytic test of a key job crafting mechanism
10.1111/joop.12450 · 2024 · External reference
Academic staff workloads and job satisfaction: expectations and values in academe
10.1080/13600800500283734 · 2006 · External reference
Surviving and thriving in “accelerating” academia: toward a job demands-resources model of faculty well-being
10.1007/s12564-022-09769-2 · 2026 · External reference
Teachers' job crafting: the complicated relationship with teacher self-efficacy and teacher engagement
10.1080/19415257.2022.2162103 · 2025 · External reference
The roles of leader empowering behaviour and employee proactivity in daily job crafting: a compensatory model
10.1080/1359432x.2020.1813110 · 2021 · External reference
Job crafting mediates how empowering leadership and employees' core self-evaluations predict favourable and unfavourable outcomes
10.1080/1359432x.2019.1697237 · 2020 · External reference
An integrative literature review of employee engagement and innovative behavior: revisiting the JD-R model
10.1016/j.hrmr.2019.100704 · 2020 · External reference
A meaningful boost: effects of teachers' sense of meaning at work on their engagement, burnout, and stress
10.1177/23328584221079857 · 2022 · External reference
The process of reinventing a job: a meta-synthesis of qualitative job crafting research
10.1016/j.jvb.2019.01.001 · 2020 · External reference
Empowering leadership: a meta-analytic examination of incremental contribution, mediation, and moderation
10.1002/job.2220 · 2018 · External reference
The job demands-resources model: a meta-analytic review of longitudinal studies
10.1080/02678373.2018.1529065 · 2019 · External reference
Country differences in the relationship between leadership and employee engagement: a meta-analysis
10.1016/j.leaqua.2020.101458 · 2021 · External reference
A meta-analysis on promotion- and prevention-focused job crafting
10.1080/1359432x.2018.1527767 · 2019 · External reference
The impact of empowering leadership on the job crafting of knowledge employees: a moderated mediating effect model
10.3390/bs16010117 · 2026 · External reference
Bias in cross-sectional analyses of longitudinal mediation: partial and complete mediation under an autoregressive model
10.1080/00273171.2011.606716 · 2011 · External reference
Work engagement: a meta-analysis using the job demands-resources model
10.1177/00332941211051988 · 2023 · External reference
Occupational well-being among university faculty: a job demands-resources model
10.1007/s11162-017-9467-x · 2018 · External reference
Job demands and job resources of academics in higher education
10.3389/fpsyg.2021.631171 · 2021 · External reference
Effectiveness of job crafting interventions: a meta-analysis and utility analysis
10.1080/1359432x.2019.1646728 · 2019 · External reference
Approach versus avoidance strategies in job crafting and their relationship to prosocial service behavior in university professors
10.1080/03075079.2024.2330663 · 2025 · External reference
Enhancing role breadth self-efficacy: the roles of job enrichment and other organizational interventions
10.1037/0021-9010.83.6.835 · 1998 · External reference
Sources of method bias in social science research and recommendations on how to control it
10.1146/annurev-psych-120710-100452 · 2012 · External reference
Addressing moderated mediation hypotheses: theory, methods, and prescriptions
10.1080/00273170701341316 · 2007 · External reference
Academic leadership and governance of professional autonomy in Swedish higher education
10.1080/00313831.2020.1755359 · 2021 · External reference
A double-edged sword: empowering leadership to employees' work-life interface
10.1080/09585192.2024.2421348 · 2024 · External reference
Faculty subjective well-being: an achievement goal approach
10.1016/j.ijer.2022.101942 · 2022 · External reference
Can employees capitalize upon their role breadth self-efficacy and innovative work behaviour to enhance their prospects of promotion?
10.1080/1359432x.2023.2198707 · 2023 · External reference
Job crafting: a meta-analysis of relationships with individual differences, job characteristics, and work outcomes
10.1016/j.jvb.2017.05.008 · 2017 · External reference
Antecedents, correlates and consequences of faculty burnout
10.1080/00131881.2018.1461573 · 2018 · External reference
Engaging leadership: how to promote work engagement?
10.3389/fpsyg.2021.754556 · 2021 · External reference
The measurement of work engagement with a short questionnaire: a cross-national study
10.1177/0013164405282471 · 2006 · External reference
The job crafting questionnaire: a new scale to measure the extent to which employees engage in job crafting
10.5502/ijw.v3i2.1 · 2013 · External reference
Proactivity directed toward the team and organization: the role of leadership, commitment and role-breadth self-efficacy
10.1111/j.1467-8551.2008.00590.x · 2009 · External reference
Followers' role breadth self-efficacy matters: examining the "double-edged sword" effects of empowering leadership
10.1108/cms-05-2023-0225 · 2025 · External reference
Empowering leadership and job crafting: the role of employee optimism
10.1002/smi.2818 · 2018 · External reference
Development and validation of the job crafting scale
10.1016/j.jvb.2011.05.009 · 2012 · External reference
A state-of-the-art overview of job-crafting research: current trends and future research directions
10.1108/cdi-08-2021-0216 · 2022 · External reference
Empowering leaders optimize working conditions for engagement: a multilevel study
10.1037/a0025942 · 2012 · External reference
Exploring academic staff engagement in a time of crisis and change through the lens of a multilevel job demand-resources analysis
10.1080/1360080x.2024.2371076 · 2025 · External reference
Crafting a job: revisioning employees as active crafters of their work
10.2307/259118 · 2001 · External reference
The role of personal resources in the job demands-resources model
10.1037/1072-5245.14.2.121 · 2007 · External reference
Reorienting job crafting research: a hierarchical structure of job crafting concepts and integrative review
10.1002/job.2332 · 2019 · External reference
Empowering leadership: a meta-analytic examination of incremental contribution, mediation, and moderation
10.1002/job.2220 · ExternalCitation · doi-reference
Reorienting job crafting research: a hierarchical structure of job crafting concepts and integrative review
10.1002/job.2332 · ExternalCitation · doi-reference
Empowering leadership and job crafting: the role of employee optimism
10.1002/smi.2818 · ExternalCitation · doi-reference
Occupational well-being among university faculty: a job demands-resources model
10.1007/s11162-017-9467-x · ExternalCitation · doi-reference
Surviving and thriving in “accelerating” academia: toward a job demands-resources model of faculty well-being
10.1007/s12564-022-09769-2 · ExternalCitation · doi-reference
Teacher well-being: a complementary variable- and person-centered approach harnessing job demands-resources theory
10.1016/j.cedpsych.2022.102121 · ExternalCitation · doi-reference
An integrative literature review of employee engagement and innovative behavior: revisiting the JD-R model
10.1016/j.hrmr.2019.100704 · ExternalCitation · doi-reference
Faculty subjective well-being: an achievement goal approach
10.1016/j.ijer.2022.101942 · ExternalCitation · doi-reference
Development and validation of the job crafting scale
10.1016/j.jvb.2011.05.009 · ExternalCitation · doi-reference
Job crafting: a meta-analysis of relationships with individual differences, job characteristics, and work outcomes
10.1016/j.jvb.2017.05.008 · ExternalCitation · doi-reference
The process of reinventing a job: a meta-synthesis of qualitative job crafting research
10.1016/j.jvb.2019.01.001 · ExternalCitation · doi-reference
Two faces of empowering leadership: enabling and burdening
10.1016/j.leaqua.2016.01.006 · ExternalCitation · doi-reference
A review of the effectiveness of empowering leadership
10.1016/j.leaqua.2018.08.005 · ExternalCitation · doi-reference
Country differences in the relationship between leadership and employee engagement: a meta-analysis
10.1016/j.leaqua.2020.101458 · ExternalCitation · doi-reference
Enhancing role breadth self-efficacy: the roles of job enrichment and other organizational interventions
10.1037/0021-9010.83.6.835 · ExternalCitation · doi-reference
To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance
10.1037/0021-9010.90.5.945 · ExternalCitation · doi-reference
The role of personal resources in the job demands-resources model
10.1037/1072-5245.14.2.121 · ExternalCitation · doi-reference
Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test
10.1037/a0019364 · ExternalCitation · doi-reference
Empowering leaders optimize working conditions for engagement: a multilevel study
10.1037/a0025942 · ExternalCitation · doi-reference
Job crafting revisited: implications of an extended framework for active changes at work
10.1037/apl0000362 · ExternalCitation · doi-reference
Job demands-resources theory: taking stock and looking forward
10.1037/ocp0000056 · ExternalCitation · doi-reference
Job demands-resources theory: frequently asked questions
10.1037/ocp0000376 · ExternalCitation · doi-reference
Antecedents, correlates and consequences of faculty burnout
10.1080/00131881.2018.1461573 · ExternalCitation · doi-reference
Addressing moderated mediation hypotheses: theory, methods, and prescriptions
10.1080/00273170701341316 · ExternalCitation · doi-reference
Bias in cross-sectional analyses of longitudinal mediation: partial and complete mediation under an autoregressive model
10.1080/00273171.2011.606716 · ExternalCitation · doi-reference
An index and test of linear moderated mediation
10.1080/00273171.2014.962683 · ExternalCitation · doi-reference
Academic leadership and governance of professional autonomy in Swedish higher education
10.1080/00313831.2020.1755359 · ExternalCitation · doi-reference
The job demands-resources model: a meta-analytic review of longitudinal studies
10.1080/02678373.2018.1529065 · ExternalCitation · doi-reference
Educators, not bureaucrats: how managerial professionals at international student services centers engage in job crafting and create meaning in their work
10.1080/03075079.2020.1716317 · ExternalCitation · doi-reference
Approach versus avoidance strategies in job crafting and their relationship to prosocial service behavior in university professors
10.1080/03075079.2024.2330663 · ExternalCitation · doi-reference
A double-edged sword: empowering leadership to employees' work-life interface
10.1080/09585192.2024.2421348 · ExternalCitation · doi-reference
A meta-analysis on promotion- and prevention-focused job crafting
10.1080/1359432x.2018.1527767 · ExternalCitation · doi-reference
Effectiveness of job crafting interventions: a meta-analysis and utility analysis
10.1080/1359432x.2019.1646728 · ExternalCitation · doi-reference
Job crafting mediates how empowering leadership and employees' core self-evaluations predict favourable and unfavourable outcomes
10.1080/1359432x.2019.1697237 · ExternalCitation · doi-reference
The roles of leader empowering behaviour and employee proactivity in daily job crafting: a compensatory model
10.1080/1359432x.2020.1813110 · ExternalCitation · doi-reference
Can employees capitalize upon their role breadth self-efficacy and innovative work behaviour to enhance their prospects of promotion?
10.1080/1359432x.2023.2198707 · ExternalCitation · doi-reference
Academic staff workloads and job satisfaction: expectations and values in academe
10.1080/13600800500283734 · ExternalCitation · doi-reference
Exploring academic staff engagement in a time of crisis and change through the lens of a multilevel job demand-resources analysis
10.1080/1360080x.2024.2371076 · ExternalCitation · doi-reference
Teachers' job crafting: the complicated relationship with teacher self-efficacy and teacher engagement
10.1080/19415257.2022.2162103 · ExternalCitation · doi-reference
A state-of-the-art overview of job-crafting research: current trends and future research directions
10.1108/cdi-08-2021-0216 · ExternalCitation · doi-reference
Followers' role breadth self-efficacy matters: examining the "double-edged sword" effects of empowering leadership
10.1108/cms-05-2023-0225 · ExternalCitation · doi-reference
Proactivity directed toward the team and organization: the role of leadership, commitment and role-breadth self-efficacy
10.1111/j.1467-8551.2008.00590.x · ExternalCitation · doi-reference
Does job crafting affect employee outcomes via job characteristics? A meta-analytic test of a key job crafting mechanism
10.1111/joop.12450 · ExternalCitation · doi-reference
Job crafting revisited: current insights, emerging challenges, and future directions
10.1146/annurev-orgpsych-020924-064242 · ExternalCitation · doi-reference
Job demands-resources theory: ten years later
10.1146/annurev-orgpsych-120920-053933 · ExternalCitation · doi-reference
Sources of method bias in social science research and recommendations on how to control it
10.1146/annurev-psych-120710-100452 · ExternalCitation · doi-reference
The measurement of work engagement with a short questionnaire: a cross-national study
10.1177/0013164405282471 · ExternalCitation · doi-reference
Work engagement: a meta-analysis using the job demands-resources model
10.1177/00332941211051988 · ExternalCitation · doi-reference
Chinese university faculty's occupational well-being: applying and extending the job demands-resources model
10.1177/08948453211037005 · ExternalCitation · doi-reference
Why and when empowering leadership has different effects on employee work performance: the pivotal roles of passion for work and role breadth self-efficacy
10.1177/1548051817707517 · ExternalCitation · doi-reference
A meaningful boost: effects of teachers' sense of meaning at work on their engagement, burnout, and stress
10.1177/23328584221079857 · ExternalCitation · doi-reference
Crafting a job: revisioning employees as active crafters of their work
10.2307/259118 · ExternalCitation · doi-reference
Job demands and job resources of academics in higher education
10.3389/fpsyg.2021.631171 · ExternalCitation · doi-reference
Engaging leadership: how to promote work engagement?
10.3389/fpsyg.2021.754556 · ExternalCitation · doi-reference
The impact of empowering leadership on the job crafting of knowledge employees: a moderated mediating effect model
10.3390/bs16010117 · ExternalCitation · doi-reference
A role-resource approach-avoidance model of job crafting: a multimethod integration and extension of job crafting theory
10.5465/amj.2015.0604 · ExternalCitation · doi-reference
The job crafting questionnaire: a new scale to measure the extent to which employees engage in job crafting
10.5502/ijw.v3i2.1 · ExternalCitation · doi-reference
