This study aimed to determine the mediating effect of team job crafting in the relationship between sparking leadership and work engagement and establish a model.
This descriptive and correlational study included 400 nurses selected through convenience sampling. Data were collected using the Sparking Leadership Scale, Work Engagement Scale, and Team Job Crafting Scale, and analyzed with IBM SPSS and AMOS. The STROBE guideline was followed in reporting the study.
The conceptual model hypothesized, which included latent and observed variables, was a good fit to the data. The factor loadings of all observed variables were between 0.73 and 0.91 and significant. According to these findings, the latent variables were well represented. Sparking leadership had a direct positive effect on team job crafting (β = 0.792), and team job crafting had a direct positive effect on work engagement (β = 0.390). The direct effect of sparking leadership on work engagement was insignificant (β = 0.186), but its indirect positive effect through team job crafting was significant (β = 0.309). According to the results of the study, team job crafting was found to fully mediate the relationship between sparking leadership and work engagement.
The results of the study are very important in terms of showing the sparking leadership enhances nurses’ work engagement indirectly by promoting team job crafting. These findings underscore the importance of leadership and teamwork in fostering engagement in healthcare settings. It is recomended that nurse managers’ leadership approaches should be evaluated, and structured strategies should be developed to enhance sparking leadership skills. Educational programs and workshops will support the adoption of this style, fostering team job crafting, work engagement, and a sustainable leadership culture in nursing.
