自律支援型リーダーシップによるジョブ・クラフティング資源の 補完とアイデンティティ脅威および時間経過の調整効果 ―ミドル・シニア従業員の適応メカニズムへの アイデンティティ・パースペクティブの導入―

抄録

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.