Drawing on the Work as Calling Theory (WCT), we developed and tested a longitudinal model of how employees’ career calling develops over time. Specifically, we examined the dynamic relationships among job crafting towards strengths (JCS), inclusive leadership, and career calling, as well as the moderating role of core self-evaluation (CSE).
This study employed a three-wave longitudinal survey design with data collected from 309 Chinese employees at three-month intervals and analyzed the data using cross-lagged panel modeling (CLPM), supplemented by random-intercept cross-lagged panel modeling (RI-CLPM).
CLPM results showed that JCS and career calling positively predicted each other from T1 to T2, whereas only career calling predicted subsequent JCS from T2 to T3. Perceived inclusive leadership and career calling showed reciprocal positive associations across both time intervals. Supplementary RI-CLPM analyses further suggested that these interrelationships partly reflected stable between-person differences, although T2 career calling positively predicted T3 JCS and perceived inclusive leadership at the within-person level. Furthermore, moderation analyses showed that the association between JCS and subsequent career calling became more positive at higher levels of CSE across both time intervals, whereas CSE weakened the positive association between perceived inclusive leadership and subsequent career calling from T2 to T3.
This study extends Work as Calling Theory by advancing a more dynamic understanding of career calling and offers practical insights into how organizations can foster employees’ career calling through proactive job crafting, supportive leadership, and differentiated developmental support.
