Abstract
Based on the Selective Optimization with Compensation (SOC) model and
the Socioemotional Selectivity Theory (SST), it is known that older employees
use job crafting tactics to achieve a better fit between their job and their declining
physical and cognitive competence or changing work orientation. In
our study we examined the other theoretical background for older employees’
job crafting as an adaptive behavior through the identity perspective. Based on
identity threat theory and role transition theory, it was hypothesized that identity
threat and time elapsed since involuntary role transition would moderate
the effect of empowering leadership on job crafting. A two-wave research design
was used to test this hypothesis, and the results indicated that empowering leadership
had a stronger effect on job crafting in the first year after the demotion,
particularly when employees experienced higher levels of perceived identity
threat. The supplementary effect of empowering leadership on psychological
and social resources for job crafting was discussed as an implication.
