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<p>To stimulate the vitality of the new generation of employees in a volatile environment, this study, based on Social Cognitive Theory, investigates the impact mechanism of authentic leadership on their job crafting behavior, focusing on the mediating role of role breadth self-efficacy and the moderating role of achievement motivation. Through a multi-wave questionnaire survey of 303 new generation employees in Chinese industries such as internet, education &amp; research, and media arts, the study finds that: (1) Authentic leadership has a significant positive impact on employees' job crafting behavior (β = 0.512, p &lt; 0.01); (2) Role breadth self-efficacy plays a partial mediating role in this relationship, accounting for 25.03% of the total effect; (3) Achievement motivation not only positively moderates the relationship between role breadth self-efficacy and job crafting (β = 0.148, p &lt; 0.01) but also significantly moderates this mediating path, demonstrating a stronger mediating effect among employees with high achievement motivation (effect size = 0.089, 95% CI [0.023, 0.159]). This study unveils the "black box" of how leadership influences behavior through individual cognition and motivation, providing a concrete basis for management practices. The findings suggest that HR managers and decision-makers can effectively stimulate team job crafting and innovative vitality by selecting and developing authentic leaders, designing training programs to enhance employees' self-efficacy, and identifying and motivating employees with high achievement motivation.</p>

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How can the new generation of employees open new roads?——The influence of authentic leadership on job crafting behavior

  • 期刊论文

  • 发表日期：

    2026年1月28日

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  • Lihu Sun,
  • Yulu Li,
  • Shuai Qin,
  • Huixing Bao,
  • Rongcheng Liang

摘要

To stimulate the vitality of the new generation of employees in a volatile environment, this study, based on Social Cognitive Theory, investigates the impact mechanism of authentic leadership on their job crafting behavior, focusing on the mediating role of role breadth self-efficacy and the moderating role of achievement motivation. Through a multi-wave questionnaire survey of 303 new generation employees in Chinese industries such as internet, education & research, and media arts, the study finds that: (1) Authentic leadership has a significant positive impact on employees' job crafting behavior (β = 0.512, p < 0.01); (2) Role breadth self-efficacy plays a partial mediating role in this relationship, accounting for 25.03% of the total effect; (3) Achievement motivation not only positively moderates the relationship between role breadth self-efficacy and job crafting (β = 0.148, p < 0.01) but also significantly moderates this mediating path, demonstrating a stronger mediating effect among employees with high achievement motivation (effect size = 0.089, 95% CI [0.023, 0.159]). This study unveils the "black box" of how leadership influences behavior through individual cognition and motivation, providing a concrete basis for management practices. The findings suggest that HR managers and decision-makers can effectively stimulate team job crafting and innovative vitality by selecting and developing authentic leaders, designing training programs to enhance employees' self-efficacy, and identifying and motivating employees with high achievement motivation.