Mindfulness and Job Crafting in the Project Based Organizations

Abstract

Using the Job Demand-Resource (JD-R) model, we proposed that mindfulness could significantly impact the innovative performance by the mediating role of job crafting. In this study, we tested the JD-R job crafting model to see how mindfulness of manager and employees impacted the job crafting behavior and as a result how the job crafting behavior affected innovative performance in the project-based organization. Time lagged design was used, and data were gathered separately from project managers and project employees in two studies. Study 1 included data from project managers, while study 2 focused on project employees. Results confirmed our proposed hypotheses about the mediation of job crafting and the moderating roles of transformational leadership. By exploring the relationship between mindfulness and work design employee behaviors, our study enriches the literature on how mindfulness of project managers and employees brings innovative ideas and improve the chances of project success.

Keywords: Mindfulness, Job Crafting, Innovative Performance, Transformational Leadership, Project Based Organizations.