Job crafting after making mistakes: can leadership be an obstacle?

Purpose This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it explores the moderating role of the feedback from the leader in this relationship. Design/methodology/approach Data was collected through a survey conducted on 209 international employees from multiple occupations. Findings A positive error orientation is indirectly related to job crafting through its relationship with PGI. Also, feedback from leadership has a negative effect on the relationship between a positive error orientation and PGI. Indeed, the mediation effect of PGI on the relationship between a positive error orientation and job crafting loses significance when the leadership feedback is high. Practical implications As far as job crafting is concerned, it is essential to develop an error management culture to promote proactive behaviors among individuals. Originality/value Although the literature tends to highlight the positive effects of receiving feedback from the leader on employee’s professional development, this paper highlights the potential detrimental effects of leader feedback on PGI, therefore opening a new interesting area that demands attention.