Research On The Influence Of Leader-Member Exchange On The Job Crafting Of Knowledge Workers

In the current economic situation,the economic growth is slowing down,the market environment is changing more rapidly,and the competition is becoming increasingly fierce.If enterprises want to achieve sustainable development,they must strengthen the ability to adapt to the environment and adapt to changes flexibly.In order to maintain innovation and adaptability,in addition to effective management decisions,managers should also stimulate the autonomy and creativity of employees at the micro level.As the micro foundation of enterprise creativity,knowledge workers play an important role in improving the enterprise’s adaptability.However,compared with non-knowledge workers,they also pay more attention to self-growth and work autonomy.Therefore,in order to give full play to the creativity of knowledge workers,their own needs and ability characteristics should be incorporated into the work design.Traditional "top to down" job design has been difficult to achieve this.Therefore,how to activate employees’ job crafting,make them more creative to improve their work,and thus improve organizational performance,has become a new research topic.Based on previous studies,this study constructs a moderated mediating effect model to explore how leader-member exchange affects employees’ job crafting.Based on self-determination theory and social information processing theory,psychological empowerment was selected to explain the influence mechanism of leader member exchange on job remodeling,and power distance was selected as the boundary condition.Among them,psychological empowerment can explain the internal motivation of job remodeling from the two aspects of "can do" and "have reason to do",and the power distance tendency of employees can explain how employees view various behaviors of leaders in the interpersonal interaction between superiors and subordinates.Through the survey of knowledge workers from different enterprises in Beijing,Shanghai,Shandong and other places,a total of 331 valid questionnaires were collected in this study.After analyzing the survey data,it is found that: leader-member exchange positively affects employees’ job crafting;Psychological empowerment partly mediates the impact of leader member exchange on employees’ job crafting;The power distance tendency of employees negatively moderates the mediating effect of psychological empowerment between leadership member exchange and job remodeling.Based on the above conclusions,this paper puts forward the following management suggestions: First,leaders should consciously expand the scope of leadership member exchange and provide employees with opportunities to establish high-quality exchange relationships;Second,reduce employees’ sense of power distance through psychological training,improve their participation in decision-making,and creating an open organizational atmosphere,so as to achieve more effective authorization;Third,we should establish a stimulation mechanism combining internal and external incentives,especially the internal stimulation for knowledge workers to activate their intrinsic motivation of "can do" and "have reasons to do".This paper has reference significance for enriching the research on the antecedents of job remodeling,and how to activate employees’ job remodeling behavior in practice,so as to improve enterprises’ adaptability to transform and adapt to environment.