Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment
Date
2018Source Title
Journal of Management and Organization
Print ISSN
1833-3672
Publisher
Cambridge University Press
Volume
24
Issue
1
Pages
81 - 107
Language
English
Type
ArticleItem Usage Stats
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Abstract
Through two studies, this paper investigates the moderating effects of personality traits (i.e., extraversion, conscientiousness, agreeableness and neuroticism) and the mediating effect of psychological empowerment on the relationship between perceived transformational leadership and job satisfaction. Study 1 searches whether personality traits moderate the effects of perceived transformational leadership on followers' job satisfaction. Using a sample of 221 R&D employees employed by information technology organizations, the results of Study 1 indicate that the more conscientious the employee, the stronger the relationship between perceived transformational leadership and job satisfaction. Study 2 explores whether psychological empowerment mediates the effects of perceived transformational leadership on followers' job satisfaction. Based on data from 348 academics, the results support the mediating role of psychological empowerment on job satisfaction, in that when employees perceive their leader as transformational they feel more psychologically empowered, which in turn increases job satisfaction levels. Implications for future research and practice are discussed.
Keywords
Job satisfactionPerceived transformational leadership
Personality traits
Psychological empowerment