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In a study of 357 managers using multiple methods and raters, we investigated how leaders' affective experience was linked to their transformational leadership. As predicted, we found that leaders who experienced more pleasantness at work were rated by their subordinates as more transformational, and this relationship was partially mediated by leaders' affective organizational commitment. Surprisingly, job satisfaction did not mediate this relationship. Theoretical and practical implications of these findings are discussed.

We advance understanding of the role that leaders play in promoting psychological empowerment and positive work outcomes (job satisfaction, organizational commitment and job performance) for employees who engage in a high degree of electronic communication in their job. By integrating leader–member exchange (LMX) theory and theories of electronic communication, we build and test a mediated moderation model in which employees’ degree of electronic communication in their job amplifies the positive relationship that LMX has to psychological empowerment and subsequent employee work outcomes. Based on a sample of 353 early-career professionals employed in a range of different types of organizations, we found general support for the hypothesized model. We discuss the study’s theoretical and practical implications for leading employees in electronically-enabled work environments.