While organizational leaders may engage in job crafting to fulfill their own work-related needs, the leadership role fundamentally involves fulfilling the needs of team members. As such, this study investigates whether and how a leader’s job crafting behavior provides self-directed well-being benefits while simultaneously enhancing or harming the well-being of team members. Drawing upon a sample of 92 university supervisors and 172 of their direct reports, we find that while leaders’ job crafting behaviors have an impact on their own well-being, they have little to no influence on followers’ well-being. Further, we find no association between leader job crafting behavior and followers’ perceptions of task and relational leadership. We conclude by discussing the implications of these findings for theory and practice.
