The Role of Transformational Leadership in Job Crafting and Creating Meaningful Work in the Context of Covid

Date of Award

12-2021

Document Type

Dissertation

Degree Name

Doctor of Philosophy in Leadership Studies, major in Organization Development

First Advisor

Ma. Regina M. Hechanova, PhD

Abstract

Meaningful work has been for some time a topic of interest in organizational studies as it has been shown to impact employees’ overall well-being and positive attitudes towards work and organization. One of the earliest theories on meaningful work is Hackman and Oldham’s (1976) Job Characteristics Model which posits that the sense of meaningfulness is one of the psychological outcomes brought about job features such as task significance, task identity, and skill variety. The study surveyed 168 rank-and-file employees in Philippine-based organizations to determine the relationship of these job characteristics, meaningful work, job crafting behaviors, and transformational leadership. Feedback was shown to be a strong influence on reported levels of meaningfulness. Cognitive and task crafting mediated the effect of a transformational leadership style on meaningfulness. Different ways transformational leadership can promote job crafting and other implications are discussed.

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