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There is a lack of consensus regarding the impact of personal factors, such as ethnicity, on job satisfaction in employees working in multi-ethnic teams. Globalization has led to an increase in the heterogeneity in team members' characteristics. Therefore, organizations are interested in identifying effective ways to manage such teams. Transformational leadership has been proven effective in managing teams to reach organizational goals. Accordingly, the present study aimed to examine the impact of ethnicity and other demographic characteristics on employees' job satisfaction and their perception of their manager as a transformational leader. The sample comprised 115 mid-level employees from three US-based multinational technology firms. Data were collected using a questionnaire that included the Leadership Practices Inventory, the Job Satisfaction Survey, and items on participants' demographic characteristics. Analysis included parametric or non-parametric statistics and correlations. Findings revealed a high job satisfaction level and a high tendency to perceive one's manager as a transformational leader. No significant differences were observed based on demographic characteristics, while job satisfaction and perception of the manager as a transformational leader were correlated positively. These findings suggest that the transformational leadership style may be conducive to the effective management of heterogeneous groups. [ABSTRACT FROM AUTHOR]

In recent decades, public administration has taken a great interest in leadership. However, this interest has been met with concerns that the effects of leadership are overestimated compared to other relevant organizational factors. In this article, we explore the relative importance of formal, vertical leadership, specifically transformational leadership, and horizontal relations, that is, the internal team relations, for different employee outcomes and user satisfaction. We argue that both factors may work through public service motivation (PSM). Based on survey data collected in Danish nursing homes linked with a user satisfaction survey and employee sickness absence data, we find that the internal team relations have the strongest association with some outcome measures, whereas others are more substantially related to vertical leadership. We further find that the relationship between transformational leadership and these outcome measures is fully mediated by PSM, whereas this is not the case with the internal team relations. [ABSTRACT FROM AUTHOR]

This research examines group-level perceptions of transformational leadership (TFL) as negative longitudinal predictors of witnessing person-related (e.g., insults/affronts) and work-related (e.g., negation/intentional work overload) acts of incivility at work. Witnessing workplace incivility was also postulated to negatively predict employee need satisfaction. Data were collected among production employees in different Canadian plants of a major manufacturing company (N = 344) who worked for 42 different managers (M group size = 9.76). Two waves of data collection occurred 1 year apart. Results from multilevel analyses showed that workgroups where managers were perceived to engage in more frequent TFL behaviors reported reduced levels of person- and work-related incivility 1 year later. However, group-level incivility did not predict change in group-level need satisfaction 1 year later. At the individual level, results showed that witnessing higher levels of person-related incivility than one's colleagues predicted reduced satisfaction of the need for relatedness 1 year later. These longitudinal findings build upon previous literature by identifying TFL as a potential managerial strategy to reduce incivility in workgroups over time. They also show that mere exposure to workplace misbehavior still affects employees' adjustment, suggesting that every effort to reduce deviance in workplaces is worthwhile. [ABSTRACT FROM AUTHOR]

The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine the predictors of career satisfaction for public service employees in South Korea, using data drawn from 303 civil servants from one metropolitan government and two district governments. The effects of contextual (i.e., transformational leadership), personal (i.e., learning goal orientation), and intrinsic motivational (i.e., psychological empowerment) factors on career satisfaction were investigated. As the result of structural equation modeling analysis, accounting for 73% of the variance, transformational leadership, learning goal orientation, and psychological empowerment positively and significantly influenced career satisfaction. Based on the four Bootstrap analyses, we found learning goal orientation and psychological empowerment to be the significant mediators. This study integrated leadership, personal characteristics, motivation, and career research. Human resources and organization development professionals can help managers by providing relevant training programs and implementing developmental practices to encourage public service employees to be intrinsically motivated, empowered, and more satisfied with their careers. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine the relationships between nurse's organizational and managerial resources (ie, perceived organizational support and transformational leadership) and their quality of patient care and second, the mediating role of job satisfaction in these relationships. Participants were 510 nurses from 25 out of 29 French pediatric oncology units. Structural equation modeling results revealed that perceived organizational support and transformational leadership were related to nurse's perceived quality of care and that job satisfaction acted as a mediator between these 2 antecedents (ie, organizational and managerial determinants) and this outcome (ie, quality of care). Based on these findings, practical suggestions and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

This study discusses the influence of transformational leadership on job satisfaction through assessing six alternative models related to the mediators of leadership trust and change commitment utilizing a data sample (N=341; M age=32.5 year, SD=5.2) for service promotion personnel in Taiwan. The bootstrap sampling technique was used to select the better fitting model. The tool of hierarchical nested model analysis was applied, along with the approaches of bootstrapping mediation, PRODCLIN2, and structural equation modeling comparison. The results overall demonstrate that leadership is important and that leadership role identification (trust) and workgroup cohesiveness (commitment) form an ordered serial relationship. [ABSTRACT FROM AUTHOR]

The present study aims to extend and integrate previous research on the mediating effects of trust in supervisor and job satisfaction on the relationship between transformational leadership style and organizational citizenship behavior (OCB). Drawing on previous research, we argue that transformational leadership impacts OCB directly and indirectly via employees’ trust in supervisor and job satisfaction. Our sample comprised of 211 Arab male and female teachers in the Arab education system in Israel. The results of structural equation modeling indicated a direct effect between transformational leadership and OCB, and an indirect effect of job satisfaction on the relationship between transformational leadership and OCB. However, trust in supervisor did not mediate the effect between transformational leadership and OCB. Implications and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

The aim of this paper is to examine the relationship between transformational leadership and work satisfaction, as well as to analyse the mediating role of group identification and work engagement in a police training process at a Chilean professional military institution. The sample was made up of 985 candidates representing all the candidates that joined the units of the country in the different locations. Officers and non-commissioned officers acting as instructors were considered ‘leaders’, while their ‘followers’ were the young candidates in the training period. It was found that all the relevant variables were positively and significantly interrelated, and a model of structural equations revealed that both work engagement and group identification played a mediating role in the relationship between transformational leadership and work satisfaction. [ABSTRACT FROM AUTHOR]

Due to the significance of transformational leadership in the hospitality industry, and the imperative need of managers to communicate effectively with all employees in the work environment, this study aims to (1) shed light on the importance of transformational leadership in the hospitality industry; (2) study the implementation of transformational leadership for guest and non-guest contact employees in five-star hotels in Egypt, and (3) scrutinize the perception of transformational leadership and its effect on job stress and burnout. To our knowledge, this is the only study that has investigated this topic both in guest and non-guest contact departments in five-star hotels (113 hotels). A total of 327 valid questionnaires from 500 questionnaire distributed were used to conduct the data analysis (155 questionnaire represented guest contact department and 172 questionnaire represented non-guest contact department), giving a response rate of 65.4%. The findings revealed the perception of transformational leadership does not have significant variance, whether in guest contact department or in non-guest contact department. Although employees in guest contact department showed that their direct managers “often” implement transformational leadership, in non-guest contact department, they showed that their direct managers “sometimes” implement transformational leadership. The findings also revealed a significant and negative correlation between transformational leadership and job stress in five-star hotels. However, this negative relationship between transformational leadership and job stress is higher among guest contact employees than non-guest contact employees. Likewise, the statistical test revealed a significant and negative correlation between transformational leadership and job burnout in five-star hotels. But this negative relationship between transformational leadership and job stress is higher among guest contact employees than non-guest contact employees. The outcomes of this study raised major critical recommendations that have to be directed to top managerial level in the hospitality industry. [ABSTRACT FROM AUTHOR]

The purpose of this study is to determine the relationship between transformational leadership of government secondary school principals and teachers’ job satisfaction. A random sample of 320 teachers responded to a three-part instrument (the transformational leadership questionnaire, the teachers’ job satisfaction questionnaire and a demographic section). Means, standard deviations, Pearson correlations and stepwise regression analysis were used to analyse the data. The findings indicated that a moderate, positive and significant relationship exists between transformational leadership (overall) and overall teachers’ job satisfaction. Furthermore, the relationship between each component of transformational leadership and teachers’ job satisfaction was found to be moderate, positive and significant. Finally, it is suggested that principals of government secondary schools in Ethiopia should pay more attention to developing efficient teamwork and the expression of warm concern and trust to co-workers through transformational leadership behaviours. [ABSTRACT FROM PUBLISHER]

The present study reveals how leadership effectiveness in project teams is dependent on the level of organizational tenure diversity. Data from 34 project teams showed that transformational leadership is related to organizational commitment, creative behavior, and job satisfaction, but only in teams with high organizational tenure diversity. By contrast, participative leadership has no impact on team innovativeness, team performance, and team conflict in teams with high organizational tenure diversity, yet is beneficial with respect to the same outcomes in teams that are low in organizational tenure diversity. Theoretical and practical implications for leading project teams and future research in this area are discussed. [ABSTRACT FROM PUBLISHER]

Although the transformational-transactional leadership paradigm is successful in explaining considerable portions of variance in organizationally relevant outcome criteria, recent critiques emphasized that this paradigm might be incomplete. Thus, Antonakis and House (2002) suggested that instrumental leadership might extend the transformational-transactional leadership paradigm and allow for a more detailed and realistic description of the leadership phenomenon. The present study is the first to test -- among basic aspects of construct validity -- the prognostic validity of instrumental leadership with regard to performance and job satisfaction. Results from three independent empirical studies revealed that four dimensions of instrumental leadership (i.e., Environmental Monitoring, Strategy Formulation, Path-Goal Facilitation, and Outcome Monitoring) can be distinguished. As for concurrent validity, Environmental Monitoring and Path-Goal Facilitation were related to job satisfaction. This result was obtained while controlling for transformational, transactional, and laissez-faire leadership, lending support for the incremental validity of instrumental leadership. With regard to the predictive validity, Environmental Monitoring, Strategy Formulation, and Path-Goal Facilitation (assessed at T1) were related to subsequent objective performance (assessed at T2) in a second study. Finally, in a third study, Path-Goal Facilitation (T1) was associated with subsequent job satisfaction and affective commitment (both T2).Overall, these results demonstrate that potentially, instrumental leadership is a valid extension to the transformational-transactional leadership paradigm. [ABSTRACT FROM AUTHOR]

The current study investigates how leadership influences internal public relations by building the linkage between transformational leadership, the use of communication channels, symmetrical communication, and employee satisfaction. Furthermore, it examines the effectiveness of various internal communication channels. Through a web survey of 400 employees working in medium-sized and large corporations in the United States, the study showed that transformational leadership positively influences the organization’s symmetrical internal communication and employee relational satisfaction. Transformational leaders most often use information-rich face-to-face channels to communicate with followers. Leaders’ use of face-to-face channels is positively associated with employee satisfaction. Employees mostly prefer emails to receive information from the organization regarding new decisions, policies, events, or changes, followed by general employee meetings and interpersonal communication with managers. Theoretical and practical implications are discussed. [ABSTRACT FROM PUBLISHER]

Few areas have received more frequent scholarly attention in the business literature than leadership. However, insufficient attention had been paid to the study of leadership in a sport context. Therefore, this study examined the direct effects of transformational leadership on sport employee job satisfaction and levels of commitment (to the athletic department and athletic director). Also examined were the mediated effects of both commitment foci on the relationship between transformational leadership and job satisfaction. Participants included 325 athletic department employees in a NCAA BCS football conference. Through CFA and SEM, the direct and mediated effects of transformational leadership on sport employee commitment and job satisfaction were explored. Limited support was found for a direct effect of transformational leadership on job satisfaction. However, the results indicated support for transformational leadership directly influencing organizational- and individual-level commitment. Commitment to the athletic department also mediated the transformational leadership-job satisfaction relationship. [ABSTRACT FROM AUTHOR]

This work examines the influence of different leadership behaviours of hospitality managers on employee job satisfaction to close open gaps in leadership research, especially in the German context. Bass’s (1985) full-range leadership model was selected as a framework of this study. A quantitative survey methodology was used to assess leadership influence on employee job satisfaction, and 101 hotel employees in Germany completed the survey. The data analysis involved three major stages: correlation analysis, multiple regression analysis and MANOVA. The results from this study suggest that German hotel employee job satisfaction is strongly affected by leadership behaviour. In this regard, the influence of transformational leadership on employee job satisfaction differs widely from transactional and non-leadership behaviour. Earlier studies have indicated a situational or cultural impact on appropriate leadership style, and this study furthers this concept with a new geographic area (Germany), which can therewith be added to the hospitality leadership research. [ABSTRACT FROM PUBLISHER]

This is the third in a series of studies evaluating how transformational leadership is associated with related variables such as job satisfaction, change commitment, leadership trust, cooperative conflict management, and market orientation. The present paper evaluates the effects of transformational leadership and cooperative conflict management along with their mediating and moderating of leadership trust in the life insurance industry for two sample groups, sales managers and sales employees. The main effect of leadership trust was mediated and moderated by cooperative conflict management. Cooperative conflict management made a more important contribution than transformational leadership or the moderating effect (interaction), but these three together were the most important variables predicting highest leadership trust. transformational leadership has an indirect influence on leadership trust. This work summarizes the specific contribution and importance of building successful leadership trust associations with employees in relation to leadership and satisfaction with change commitment. [ABSTRACT FROM AUTHOR]

This study addressed the question of whether the benefits of transformational leadership extend to virtual environments. Furthermore, whether regulatory focus or goal orientation moderate the extent to which these benefits apply to virtual environments was also explored. A total of 165 employees completed a survey that assessed the leadership style of their supervisors as well their own regulatory focus, goal orientation, work engagement, and job satisfaction. When followers and leaders worked at different locations, visionary leadership was positively related to work attitudes, provided that promotion focus was sufficiently high or prevention focus was sufficiently low. Furthermore, when followers and leaders worked in the same location, personal recognition was positively associated with work engagement, especially if prevention focus or performance goal orientation was high. These findings align with the proposition, derived from construal level theory, that leadership advice and support in which only the essence needs to be extracted apply to virtual environments. [ABSTRACT FROM AUTHOR]