The impact of managers’ role modeling on subordinate job crafting: the moderating role of political skill

This conceptual study explores how leaders’ role modeling influences subordinate job crafting while emphasizing the moderating role of leaders’ political skill. Without presenting empirical data, it aims to extend current job crafting literature by theorizing how leaders, as behavioral exemplars, inspire both positive (approach) and negative (avoidance) job crafting actions that ultimately impact work performance. This study draws on the motivational theory of role modeling and the approach–avoidance job crafting (AAJC) framework to develop a moderated mediation conceptual model. It theorizes that leaders who exhibit exemplary behaviors can shape subordinates’ job crafting patterns. Moreover, it proposes that leaders’ political skill moderates this relationship by strengthening positive (approach) crafting and mitigating negative (avoidance) crafting. The conceptual model is grounded in an extensive review of literature on organizational behavior, leadership, job crafting, and political skill. The study proposes that role model leaders inspire subordinates to engage in job crafting behaviors that enhance work performance. This influence is theorized to be stronger when leaders possess high political skill, enabling them to facilitate beneficial crafting while minimizing negative outcomes. This paper offers a novel contribution by integrating the motivational theory of role modeling with the AAJC framework and highlighting the moderating role of political skill. It challenges conventional perspectives that frame job crafting as solely an individual initiative, positioning role model leaders as central agents in shaping crafting behaviors.

• Publication year

  2025

• Venue

  Strategy & Leadership

• Publication date

  2025-10-28

• Fields of study

  Not labeled

• Identifiers
  DOI 10.1108/sl-03-2025-0052
• External record

  Open on Semantic Scholar

• Source metadata

  Semantic Scholar

• No claims are published for this paper.

• No concepts are published for this paper.

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