The Mediating Role of Job Crafting in Transformational Leadership Amidst AI Implementation in the Workplace

A Literature Review

Abstract

Artificial intelligence (AI) is reshaping work design and raising questions about how leadership supports employee adaptation. This literature review examines job crafting as a potential mechanism linking transformational leadership with employee performance during AI implementation. Drawing on the studies assembled in the source manuscript, the review synthesizes evidence concerning leader support, autonomy, psychological safety, proactive work redesign, and AI-related demands. The synthesis suggests that transformational leadership may encourage promotion-focused job crafting by strengthening employees’ motivation and capacity to seek resources, develop skills, and reconfigure tasks. AI can create opportunities for such adaptation while also imposing algorithmic constraints and job insecurity. However, existing findings do not establish a uniform causal mediation effect across AI-enabled workplaces. The paper proposes an integrative interpretation based on Job Demands–Resources theory and identifies boundary conditions involving task interdependence, digital capability, and organizational support. Practical implications emphasize leadership development and employee participation in the redesign of AI-mediated work.