Investigates how empowering leadership boosts innovative work behavior through job crafting and self-efficacy.
Key Points
Innovative work behavior increases with enhanced job crafting, confirming the mediating role of job crafting in this relationship.
Employees with high creative self-efficacy experience greater innovative behavior when supported by empowering leadership.
This analysis employs a dyadic cross-sectional design, focusing on academic staff from four universities in Pakistan to collect data through surveys and questionnaires. The findings highlight the significant role of job crafting, suggesting that fostering job crafting is essential for enhancing innovative behaviors at work.