scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

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.

The Indirect Effect of Justice Perceptions on Job Satisfaction Among Hispanic Employees

2018 ◽  
Vol 40 (4) ◽  
pp. 486-503 ◽  
Author(s):  
Laura Heron ◽  
Robert Coseano ◽  
Valentina Bruk-Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Attitudes And Behaviors ◽  
Justice Perceptions ◽  
The Relationship ◽  
Overall Job Satisfaction ◽  
The U.S

The notion that justice perceptions greatly influence behaviors and attitudes at work has been supported in the organizational behavior literature. Given the significant increase of Hispanic employees in the U.S. workforce in the last two decades, more research is needed to understand how justice relates to important outcomes in this population. The present study uses social exchange theory to examine conflict as a mediator of the relationship between justice and overall job satisfaction, and three individual facets of job satisfaction in a sample of 154 working Hispanic young adults in a variety of jobs. Findings indicate that conflict mediates the relationship between each dimension of justice and overall job satisfaction, and between two out of three examined facets of job satisfaction. The results provide evidence for the importance of justice perceptions in determining the attitudes and behaviors of Hispanic employees in the workplace.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

Employer Branding and Organisational Citizenship Behaviour: The Mediating Role of Job Satisfaction

2020 ◽  
Vol 16 (2) ◽  
pp. 122-131 ◽  
Author(s):  
Prabhjot Kaur ◽  
Keshav Malhotra ◽  
Sanjeev K. Sharma
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Employer Branding ◽  
Internal Branding ◽  
Mediating Role ◽  
Private Banking ◽  
The Relationship

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.

Individual and managerial predictors of the different forms of employee voice

2019 ◽  
Vol 38 (7) ◽  
pp. 582-603 ◽  
Author(s):  
Ela Unler ◽  
Sibel Caliskan
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Speak Up ◽  
Management Attitude

Purpose Analysis of employee voice has focused on the reasons and managerial issues regarding the available environment to speak up. The purpose of this paper is to understand the effect of management attitude on employee voice with the mediating effect of individual’s perceived psychological safety (PPS). Besides, the role of job satisfaction (JS) and being individualist/collectivist as moderators over the effect of psychological safety on employee voice are analyzed. Design/methodology/approach The authors constructed a framework based on Maynes and Podsakoff’s (2014) view that identifies four different types of voice behavior (supportive, constructive, defensive and destructive). In total, 286 questionnaires were collected from employees working in telecommunication industry. Findings Based on analysis, positive management attitude facilitates supportive and constructive voice (CV) and reduces destructive voice (DESV). PPS mediates the relationship with management attitude and DESV. JS level facilitates supportive CV and reduces DESV. Collectivism level of employees moderates PPS and DESV. Path analysis results showed a similar model for mediation effect of safety, and showed a better model fit and explanation for trust mediation between LMX and supportive, constructive and DESV. Supported assumptions would be discussed-based social exchange theory and signaling theory. Research limitations/implications The sample is relatively small which limits the external validity of the findings. Practical implications Results revealed the managerial attitude over employee voice through perceived work environment (psychological safety) and trust. Originality/value This study is one of the first that integrates not only constructive but also DESV into the model.

Relationship Study of Transformational Leadership and Psychological Empowerment on Employees Job Satisfaction

2017 ◽  
Vol 3 (2) ◽  
pp. 73
Author(s):  
NORASHIKIN HUSSEIN ◽  
MAIMUNAH MOHD SHAH ◽  
NASUHA BHASAH
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Psychological Empowerment ◽  
Sampling Technique ◽  
One Dimension ◽  
Intellectual Stimulation ◽  
Work Behaviors ◽  
Electric Company ◽  
Leaders And Followers ◽  
The Relationship

This study aims to determine the relationship between transformational leadership (TL) and  psychological empowerment (PE) towards job satisfaction (JS) among employees in an electric  company. Both TL and PE are important factors in determining job satisfaction. TL is a stimulating andengaging relationship between leaders and followers. It is adapted to enhance employees’ job  satisfaction. While, PE is related to employees’ performances, attitudes and various work behaviors.  Data were collected using questionnaires and were analyzed using SPSS. Random sampling technique  was applied in the distribution of the questionnaire. 125 cases were analyzed and findings were  interpreted accordingly. The results reveal that only one dimension of transformational leadership  (i.e., intellectual stimulation) and one psychological empowerment dimension (ie.,meaning) are  significantly related to job satisfaction. Further discussion on the results are shared in this paper.

scholarly journals Facets of job satisfaction and work engagement

2017 ◽  
Vol 5 (3) ◽  
pp. 248-265 ◽  
Author(s):  
Zeynep Yesim Yalabik ◽  
Bruce A. Rayton ◽  
Andriana Rapti
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Work Engagement ◽  
Social Exchange Theory ◽  
Service Sector ◽  
Three Dimensions ◽  
Content Type ◽  
The Social ◽  
High Workload ◽  
The Relationship

Purpose The purpose of this paper is to analyze the relationship between the facets of job satisfaction and the work engagement. Previous studies that focus on the linkages between work engagement and overall job satisfaction ignore the multi-faceted nature of job satisfaction construct. In this study, how job satisfaction facets are linked to three dimensions of work engagement – i.e. vigor, dedication and absorption – is discussed by drawing on the social exchange theory. Design/methodology/approach The cross-lagged data used in this study come from the specialist lending division of a UK bank. The linear multiple regression analyses are run to test the proposed theoretical model. Findings The results show that among all the job satisfaction facets, the “satisfaction with work itself” is the key driver of all dimensions of work engagement, i.e. vigor, dedication and absorption. The “satisfaction with conditions” is negatively linked to absorption of employees in their work. This means that the employees with high workload might not be absorbed in their work. Finally, it is found that employees who are satisfied with the communication in their work are also absorbed in their work. Originality/value This study contributes to our knowledge of the drivers of work engagement over time. The facets of job satisfaction as the drivers help us to have a comprehensive understanding of the link between the job satisfaction facets and work engagement. This study first contributes to the work engagement literature which has neglected the multi-dimensional approach of job satisfaction. This study also contributes to the limited number of work engagement studies conducted in service sector and in UK.

Leader impression management and employee voice behavior: Trust and suspicion as mediators

2017 ◽  
Vol 45 (11) ◽  
pp. 1843-1854 ◽  
Author(s):  
Xingchi Zhou ◽  
Jian-Qiao Liao ◽  
Yuhao Liu ◽  
Shudi Liao
Keyword(s):  
Impression Management ◽  
Social Exchange ◽  
Southern China ◽  
Management Practice ◽  
Employee Perceptions ◽  
Employee Voice ◽  
Voice Behavior ◽  
Mediating Effects ◽  
Employee Trust ◽  
The Relationship

We explored the relationship between employee perceptions of leader impression management behavior (self-serving and prosocial) and employee voice behavior from the perspectives of social exchange and social cognition theories. We built a conceptual model in which the importance of the mediating effects of trust and suspicion were emphasized, in order to explain the mechanism of how leader impression management affects employee voice behavior. To test the model, we analyzed empirical data from 71 supervisors and 241 subordinates (71 supervisor–subordinate dyads) employed by companies in central and southern China. The results showed that trust and suspicion both played significant mediating roles in the relationship between leader impression management and employee voice behavior. These findings suggest counterintuitively that trust and suspicion are separate constructs. Managers should consider not only building employee trust but also minimizing employee suspicion as 2 distinct areas of management practice.

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

2021 ◽  
Vol 19 (1) ◽  
pp. 233
Author(s):  
Chiyin Chen ◽  
Xinyi Ding ◽  
Jiachen Li
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Underlying Mechanism ◽  
Employee Relations ◽  
Frontline Employees ◽  
Employee Job Satisfaction ◽  
Moderated Mediation Model

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.

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