Does ambidextrous leadership motivate work crafting?

Based on self-determination theory, we examined the relationships between ambidextrous leadership, work passion, perceived work significance, and work crafting. Multiphase data were collected from 290 front-line employees nested within 69 workgroups. Hierarchical linear modeling was used to test our hypotheses. Results revealed that ambidextrous leadership positively influenced work crafting partially by enhancing harmonious passion and reducing obsessive passion. Moreover, perceived work significance significantly moderated the positive relationship between harmonious passion and work crafting, as well as the negative relationship between obsessive passion and work crafting. Here relationships were stronger for those with higher perceived work significance. Furthermore, perceived work significance magnified the indirect relationship between ambidextrous leadership and work crafting through harmonious passion, as well as the indirect relationship between ambidextrous leadership and work crafting through obsessive passion. Again, relationships were stronger for those with higher perceived work significance. Theoretical and managerial implications and limitations are discussed.