Aim of the Study: The aim of the study is to examine the impact of transformational leadership style on employee job-crafting behavior.

Design/Methodology: Data were collected using a purposive sampling method from 160 Academic staff members and they were asked to rate the transformational leadership style of their respective supervisors and their job-crafting behaviors. The data was used to explore the aim of the study through multiple linear regression statistical analysis.

Findings: The study concludes that Job crafting behaviors increasing job resources, and increasing challenge job demands had an impact on transformational leadership style. The study also highlights; the academic staff members’ leadership styles positively impact on their job crafting behavior.

Practical Implications: The results of the study imply that transformational leadership may be crucial for identifying and utilizing follower strengths. By identifying their special talents and skills and urging followers to use them, transformational leaders inspire their followers.

Originality/value: This study will provide a more in-depth understanding, through practical implementation, primarily of employee job-crafting behavior. Organizations may reap the benefits of an innovative workforce by selecting, nurturing, and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment.