Too much pressure? The conditional impact of responsible leadership on radical creativity via job crafting

Purpose In resource-pressured manufacturing contexts, frontline employees are increasingly expected to generate radical ideas under uncertainty and work pressure. This study examines whether responsible leadership, as a source of ethical guidance, stakeholder-oriented support and work meaning, fosters employees' radical creativity in settings marked by production disruptions and operational pressure. Design/methodology/approach Drawing on Conservation of Resources (COR) theory, this research develops a moderated mediation model in which job crafting serves as a resource conversion mechanism and challenge stressors serve as a boundary condition. The hypotheses were tested through regression analysis and bootstrap analysis based on 318 matched supervisor-subordinate dyads from seven Chinese manufacturing small and medium-sized enterprises facing supply-chain instability, logistics restrictions, fluctuating orders and operational pressure. Findings Responsible leadership was positively related to employee radical creativity, both directly and indirectly through job crafting. Challenge stressors weakened the link between responsible leadership and job crafting and, consequently, the indirect effect on radical creativity. Originality/value This study shows how responsible leadership supports frontline employees' radical creativity. The findings inform leadership development and organizational practices that promote innovation without compromising employee well-being, decent work, or responsible organizational governance.