Abstract
This study investigated the relationship between Empowering Leadership, an ill-explored positive leadership style, Job Crafting, and Job Performance. The study aimed to (a) examine the mediating effect of Job Crafting on the relationship between Empowering Leadership and Job Performance and (b) investigate the moderating effect of Mode of Work (In-Office, Hybrid, and Remote) on the relationship between Empowering Leadership and Job Crafting. The results showed that all four Job Crafting dimensions mediated the relationship between Empowering Leadership and task performance, and three of the four dimensions of Job Crafting mediated the relationship between Empowering Leadership and contextual performance. Mode of Work moderated the relationship between Empowering Leadership and two dimensions of Job Crafting. These findings suggest that when working for empowering leaders, employees will likely engage in various forms of Job Crafting, improving their Job Performance. This process is more likely to occur for employees working entirely Remotely or In-Office than those working in a Hybrid setting.
Keywords: Empowering leadership, Job Crafting, Job Resources, Job Demands, Job Performance, Mode of Work.