scholarly journals Transformational Leadership and Employee Job Satisfaction: The Mediating Role of Employee Relations Climate and the Moderating Role of Subordinate Gender

Author(s):  
Chiyin Chen ◽  
Xinyi Ding ◽  
Jiachen Li

Scholars have paid extensive attention to transformational leadership for decades. However, existing studies still lack ample discussions on the underlying mechanism and boundary conditions of its influence on employee job satisfaction. This study proposed a moderated mediation model based on social exchange theory. We collected survey data from 211 frontline employees to verify our hypotheses. The results showed that transformational leadership was positively associated with employee job satisfaction via the mediation role of the perceived employee relations climate. Furthermore, the relationship between transformational leadership and the employee relations climate, as well as the indirect relationship between the two, was demonstrated to be more significant for male employees. This study offered a new account of the mechanisms of transformational leadership and clarified a boundary condition for its effectiveness.

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.


2021 ◽  
pp. 004728752110489
Author(s):  
HongWei Tu ◽  
JianFeng Ma

This study explored how and when positive contact between residents and tourists stimulates tourists’ environmentally responsible behavior. Drawing on social exchange theory, we verified a moderated mediation model in which gratitude mediated the link between positive contact and tourists’ environmentally responsible behavior, while agreeableness moderated the relationship between positive contact and gratitude. Data were collected from 691 visitors to Mount Wuyi. The findings revealed that positive contact directly affected tourists’ environmentally responsible behavior and that this link was mediated by gratitude. Furthermore, agreeableness significantly moderated the effects of positive contact on gratitude. In particular, the effect of positive contact on gratitude was stronger for tourists with high agreeableness. Additionally, agreeableness also strengthened the indirect relationship between positive contact and tourists’ environmentally responsible behavior through gratitude—which was, again, stronger for highly agreeable tourists.


2019 ◽  
Vol 41 (1) ◽  
pp. 1-18
Author(s):  
Sajjad Nawaz Khan ◽  
Siti Mariam Abdullah ◽  
Abdul Halim Busari ◽  
Muhammad Mubushar ◽  
Ikram Ullah Khan

Purpose The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship. Design/methodology/approach Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1. Findings The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs. Research limitations/implications This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods. Practical implications Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes. Originality/value This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.


2020 ◽  
pp. 1-16
Author(s):  
Zhenduo Zhang ◽  
Li Zhang ◽  
Honglei Wang ◽  
Junwei Zheng

Abstract This paper investigates the underlying mechanism and boundary condition of the relationship between day-level supervisor developmental feedback (SDF) and day-level in-role performance (IRP) based on the framework of social exchange theory. The current study collects 290 matched surveys nested in 58 Chinese employees for five consecutive days, employing experience sampling method. Using hierarchical linear regression analysis, this paper examines the mediating role of perceived rapport with supervisors (PRS) and the moderating role of job control. Results show SDF has a positive effect on PRS and consequently enhances employee IRP. This indirect effect is moderated by employee job control. When job control is high, SDF helps supervisors develop a high-quality rapport with employees and is conducive to employees improving their IRP. However, when job control is low, the positive effect of SDF on IRP through PRS is not significant.


2020 ◽  
Vol 3 (1) ◽  
pp. 49-61
Author(s):  
Ahmad Muwaffaq ◽  
Muhammad Yunus Amar ◽  
Ria Mardiana Yusuf

The success or failure of an organization depends on the activity and creativity of its human resources. For this reason, the main thing to consider is the role of a leader. The role of leadership is very large in motivating employees to work in accordance with work programs that have been set by the organization, in achieving the goals and objectives set by the organization. This study aims to determine and analyze the effect of transformational leadership style, and work environment on job satisfaction, to know and analyze the effect of transformational leadership style and work environment on employee performance, to find out and analyze the effect of job satisfaction on employee performance, and to find out and analyze the influence of transformational leadership style and work environment on employee performance through employee job satisfaction in the Civil Service Police Unit of South Sulawesi Province. To achieve these objectives, data collection techniques are carried out through observation and questionnaire distribution, using data analysis techniques namely descriptive analysis, validity and reliability testing, classical assumption tests, and path analysis. The results prove that the transformational leadership style and work environment have a positive and significant effect on employee job satisfaction. The effect of transformational leadership style and work environment on employee performance. The effect of job satisfaction provides a significant influence in improving employee performance. Mediation test results of the influence of transformational leadership style and work environment on employee performance through job satisfaction which shows that employee job satisfaction can mediate the influence of transformational leadership style and work environment on employee performance of the South Sulawesi Province Civil Service Police Unit.


Author(s):  
Ni Made Dwi Puspitawati ◽  
Ni Putu Cempaka Dharmadewi Atmaja

Four-Star Hotels in Bali continue to control the situation of the Covid-19 Pandemic by maintaining employee performance. Social Exchange Theory used to understand a person's behavior at work. A company leader who knows what employees want and can explain what will be obtained if the work results are in accordance with employee expectations will try to show maximum performance. The decline in employee performance indicates an increase in job stress and a decrease in employee job satisfaction. This study aims to determine the effect of job stress experienced by employee on job satisfaction and employee performance at Four-Star Hotels in Bali. The questionnaires were distributed to 130 employees from 10 Four-Star Hotels in Bali, only 117 questionnaires were returned (response rate 90%). The results showed that job stress has a negative effect on employee performance and, job satisfaction, while job satisfaction has no effect on employee performance. The research implies that job condition can cause stress depending on the employee's condition. The salaries they earn do not match the workload they, especially when working from home, and working time of other employees reduce their level of satisfaction at work. However, Covid-19 Pandemic conditions nowadays, employees feel that job satisfaction has no effect on their performance.


2020 ◽  
Vol 16 (2) ◽  
pp. 122-131 ◽  
Author(s):  
Prabhjot Kaur ◽  
Keshav Malhotra ◽  
Sanjeev K. Sharma

Considering social exchange theory, the current research aimed to examine the mediating impact of job satisfaction in the relationship between internal branding and organisational citizenship behaviour. The data was collected from 187 employees in the private banking sector of Chandigarh, India. The results discussed that employer branding positively impacted job satisfaction and organisational citizenship behaviour. The results also suggested that internal branding impact organisational citizenship behaviour directly and indirectly.


2021 ◽  
pp. 1-15
Author(s):  
Wenjun Cai ◽  
Jun Song ◽  
Changqing He ◽  
Dongdong Wang ◽  
Xuanjin Yang

Abstract Although employee creativity has been identified to promote organizational competitiveness, its effect on leader empowering behaviors remains underexplored. This study investigated the underlying mechanism and boundary condition under which employee creativity influences leader empowering behaviors. Drawn on social exchange theory and similarity-attraction theory, this study developed a moderated-mediation model in which supervisor–subordinate guanxi serves as the intervening mechanism and supervisor–subordinate similarity serves as a boundary condition influencing this relationship. Using three-wave, time-lagged survey data collected from 309 supervisor–subordinate dyads, this study found that supervisor–subordinate guanxi mediates the relationship between employee creativity and leader empowering behaviors, and that this relationship is stronger when supervisor–subordinate similarity is high rather than low. Finally, theoretical and practical implications were discussed.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samina Quratulain ◽  
Aqsa Ejaz ◽  
Abdul Karim Khan

PurposeThe purpose of this research is to examine frontline employees' self-monitoring personality as an antecedent of their emotional exhaustion and how supervisor-rated performance mediates this relationship. In addition, the authors explored the moderating role of perceived competitive climate on the indirect relationship between self-monitoring and emotional exhaustion.Design/methodology/approachTwo hundred and thirty-seven frontline employees and their immediate supervisors working in hospitality organizations responded to the survey using time lagged research design. Measurement model was tested using confirmatory factor analysis to assess the distinctiveness of study constructs, and proposed moderated mediation model was tested using Process macro.FindingsResults show that high self-monitoring leads to high supervisor-rated performance, and this relationship is stronger in highly competitive work climate. The supervisor-rated performance was negatively related to emotional exhaustion.Originality/valueThis study is the first to examine the interaction effects of self-monitoring and perceived competitive climate on frontline employees' performance and emotional exhaustion, particularly in the frontline jobs. Supervisor-rated performance has not been previously theorized or researched as an underlying mechanism of the effect of self-monitoring on emotional exhaustion.


2016 ◽  
Vol 44 (7) ◽  
pp. 1201-1208 ◽  
Author(s):  
Bin Wang ◽  
Jing Qian ◽  
Ruili Ou ◽  
Chuying Huang ◽  
Bei Xu ◽  
...  

Drawing on social exchange theory, we examined the role of transformational leadership in promoting employees' feedback seeking within the dynamics of leader–follower relationships. We used data from a survey of 205 supervisor–subordinate dyads in a high-technology communications company in China. Results showed that transformational leadership was positively related to employees' feedback seeking. In addition, trust in leader mediated this relationship. Theoretical and practical implications for leadership are discussed.


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