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Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment§

Published online by Cambridge University Press:  27 December 2016

Ceren Aydogmus*
Affiliation:
Faculty of Business Administration, Bilkent University, Ankara, Turkey
Selin Metin Camgoz
Affiliation:
Department of Business Administration, Faculty of Economics and Administrative Science, Hacettepe University, Ankara, Turkey
Azize Ergeneli
Affiliation:
Department of Business Administration, Faculty of Economics and Administrative Science, Hacettepe University, Ankara, Turkey
Ozge Tayfur Ekmekci
Affiliation:
Department of Business Administration, Faculty of Economics and Administrative Science, Hacettepe University, Ankara, Turkey
*
Corresponding author: caydogmus@bilkent.edu.tr

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.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

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Footnotes

§

This manuscript is an original work that has not been submitted to nor published anywhere else. This study probes the underlying mechanism and the processes of how followers’ perceptions of transformational leadership influence job satisfaction, with a focus on followers’ personality traits and psychological empowerment with two different studies. With this aim, we provide follower-based perspective on leadership issues on management and organizations of benefit to scholars, Human Resource practitioners and managers.

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