Volume 07 Issue 08 August 2024
1Leslie Afotey Odai, 2Bilal Beshir Mohamed Rezge, 3Benard Korankye, 4Stancey Tumiso Nkgowe, 5Jackson Ansah, 6Arina Shmetkova
1,3,4School of Business Administration, Zhejiang Gongshang University, Hangzhou, China, 310018.
2,5School of Management Science and E-business, Zhejiang Gongshang University, Hangzhou, China, 310018.
6School of International Education, Zhejiang Gongshang University, Hangzhou, China, 310018.
DOI : https://doi.org/10.47191/ijsshr/v7-i08-14Google Scholar Download Pdf
ABSTRACT
This study investigates how psychological safety influences job crafting through self-efficacy as a mediating mechanism and humble leadership as a moderator. A three-wave design, yielding 663 accurate responses, was employed to recruit employees in the banking industry. A structural equation modeling approach and SPSS PROCESS macro were used to arrive at valid outcomes. The results demonstrate that psychological safety positively impacts self-efficacy. Self-efficacy relates positively with job crafting and mediates the association between psychological safety and job crafting. Also, humble leadership moderates and boosts the association between psychological safety, self-efficacy and job crafting. Theoretical and practical implications are offered.
KEYWORDS:Psychological safety, Self-efficacy, Humble leadership, Job crafting
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