Moderating effect of job crafting on the relationship between leadership styles and employee’s performance in Adamawa state public higher institutions

Authors

  • Adamu Ahmed Girei Department of Business Administration and Management, Federal Polytechnic Mubi, Nigeria.
  • Mukthar Shehu Aliyu Department of Business Administration and Entrepreneurship, Bayero University Kano, Nigeria.
  • Ibrahim Garba Muhammed

Keywords:

Authentic leadership Styles, Employees performance, Transformational, Transactional, Job crafting

Abstract

This study examines the possible moderating effects of job crafting on the relationship between transformational, transactional, authentic leadership styles and employees’ performance in Public higher institutions in Adamawa State Nigeria. A total of 497 staff from public higher institutions in Adamawa State Nigeria participated in the study. Results supported the hypothesized direct effects of leadership styles and job crafting on employee’s performance. In addition, job crafting moderated between transactional leadership, authentic leadership and employees’ performance but failed to moderate the relationship between transformational leadership and employee’s performance among public higher institution staff in Adamawa State. This study contributes to leadership styles literature by integrating job crafting into the Leadership styles model. Building on this study results, future direction for job crafting research and how the results can imply practice in terms of job crafting training was discussed

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Published

2022-09-23

How to Cite

Ahmed Girei, A. ., Shehu Aliyu, M. ., & Garba Muhammed, I. . (2022). Moderating effect of job crafting on the relationship between leadership styles and employee’s performance in Adamawa state public higher institutions. International Journal of Intellectual Discourse, 5(2), 15–26. Retrieved from https://ijidjournal.org/index.php/ijid/article/view/226

Issue

Vol. 5 No. 2 (2022): June

Section

Articles