Will Job Crafters Stay or Leave? The Roles of Organizational Instrumentality and Inclusive Leadership

Xun Xin, Wenjing Cai*, Xueyuan Gao, Tingting Liu

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-review


Although studies have indicated the influences of job crafting on contemporary employees’ working outcomes, the path from job crafting to turnover intention is still unexplored in depth. Drawing on goal facilitation theory, we delineate how job crafting relates to turnover intention through organizational instrumentality and is conditioned by inclusive leadership. We collected data from 218 employees from Chinese high-tech companies at two different time points by submitting survey questionnaires. The results indicated that employees’ job crafting relates positively to their perception of organizational instrumentality and further results in decreased turnover intention. We also found that inclusive leadership not only positively moderates the path from job crafting to organizational instrumentality but also positively moderates the whole mediational relationship. Moreover, job crafting relates positively and directly to turnover intention—i.e., the more employees craft their jobs, the more likely they leave their organizations when we control the roles of organizational instrumentality and inclusive leadership. Finally, the theoretical and practical implications are also discussed.

Original languageEnglish
Article number743828
Pages (from-to)1-13
Number of pages13
JournalFrontiers in Psychology
Issue numberOctober
Early online date8 Oct 2021
Publication statusPublished - Oct 2021

Bibliographical note

Funding Information:
This project was funded by the National Natural Science Foundation of China (Grants #71902166, 72032007, 71972159, and 72002211).

Publisher Copyright:
© Copyright © 2021 Xin, Cai, Gao and Liu.


  • goal facilitation theory
  • inclusive leadership
  • job crafting
  • organizational instrumentality
  • turnover intention


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