本次研究對象為全職年資6個月（含）以上的知識型工作者，並和現任直屬主管共事滿6個月（含）以上。最後回收300份有效問卷，研究結果顯示：（1）主管真誠領導會正向影響部屬工作塑造；（2）主管真誠領導會正向影響部屬心理資本；（3）部屬心理資本會正向影響部屬工作塑造；（4）部屬心理資本會中介主管真誠領導和部屬工作塑造的正向關係；（5）部屬主動性人格會正向調節部屬心理資本與部屬工作塑造的正向關係。;In today′s highly dynamic BANI business environment and the transition toward human-machine collaboration， traditional top-down job design models have increasingly revealed their limitations in rigidity and sluggish responsiveness. Consequently， whether employees can proactively engage in bottom-up job crafting has become a pivotal key for organizations to effectively adapt to volatile environments and drive strategic transformation. Authentic leaders exhibit high self-awareness， transparent information sharing， and internalized moral perspectives. These behaviors help alleviate subordinates′ psychological stress regarding potential resource loss and interpersonal risks， promote resource sharing within teams， and ultimately stimulate subordinates′ job crafting behaviors， namely: increasing structural job resources， increasing social job resources， and increasing challenging job demands. Therefore， this study aims to investigate the impact of supervisor authentic leadership on subordinate job crafting， explore the mediating effect of subordinate psychological capital in this relationship， and analyze the moderating effect of subordinate proactive personality between subordinate psychological capital and subordinate job crafting.
The research sample targeted full-time knowledge workers with an organizational tenure of six months or more who had also co-worked with their current direct supervisor for at least six months. A total of 300 valid questionnaires were collected. The empirical results indicate that: (1) supervisor authentic leadership positively influences subordinate job crafting; (2) supervisor authentic leadership positively influences subordinate psychological capital; (3) subordinate psychological capital positively influences subordinate job crafting; (4) subordinate psychological capital mediates the positive relationship between supervisor authentic leadership and subordinate job crafting; and (5) subordinate proactive personality positively moderates the positive relationship between subordinate psychological capital and subordinate job crafting.
