Leadership Styles as Predictors of Work Attitudes: A Moderated–Mediation Link

Abstract

Drawing on the recent locus and mechanism models of leadership (Eberly, Johnson, Hernandez & Avolio, 2013), the purpose of this paper is to begin to explore the role of leadership styles from two different loci standpoints-(1) dyadic-focused, transformational leadership; and (2) leader-focused, transactional leadership-as important antecedents to individual and organizational outcomes in the organizational context. Among employees in several organizations in Israel (N=265), we investigated the relationships between (1) several individual and organizational work outcomes (i.e., job engagement, work enjoyment); and (2) the two leadership styles (the predictors, namely, transformational and transactional leadership). In addition, we explored the roles of (3) a possible mediational mechanism through which we posited the leadership styles operate (i.e., work drive); and (4) a possible moderator (i.e., organization types). These associations were presented as a model that was both tested via multi-group moderation structural equation modeling (SEM) and through moderated-mediation analyses via competing models of demographical differences. The findings illustrated that both transformational and transactional leadership styles have a direct, positive influence on outcomes. However, with regard to the intermediary moderator and mediator variables, the results demonstrate varied and interesting relationships in current study, the indication being that each of the two leadership styles, when interfacing with unique combinations of moderator and mediator, produce outcomes specific to the leadership style. Important concepts, recommendations, and implications are discussed.

Employee workplace wellbeing amid disruptions

“…Participants in this study are found to have a considerable banking experience and at their current bank too (54% with 4–10 years of their career at the same bank, and 43.6% with more than 10 years), thus further limiting their options of changing careers and moving to other sectors. This explains the reported significant negative effect of job insecurity on EWW, supporting previous studies arguing that stress generated by uncertainty regarding employability and career prospects causes lack of clarity, job role confusion and diminished employee well-being (Schkoler and Tziner, 2020; Briscario et al , 2016).…”

Employee Engagement in Indonesian Logistics Industry

“…This study also found that leadership style strengthens corporate governance's influence on employee engagement, supporting Gee (2011) and Shkoler and Tziner (2020). This implies a good leadership style affects employees' comfort while working, meaning that leaders should select a type suitable for the company's conditions.…”

“…The racial and cultural diversity results in many leadership styles applied in Indonesia, the main ones being democratic, authoritarian, laissez-faire, and bureaucratic. Selecting a leadership style suitable for the company's conditions makes corporate governance and internal control more manageable (Shkoler & Tziner, 2020). Furthermore, the choice of leadership style affects the company's reputation in the eyes of investors (Men & Stacks, 2013).…”

Factors Influencing Job Dissatisfaction and Turnover Intention Among Contact Centre Agents

“…According to Hausknecht and Trevor (2011) involuntary turnover occurs when employers fire or lay off employees. Employees who feel that their jobs do not satisfy their needs and desires are more likely to consider quitting (Shkoler & Tziner, 2020). Thus, this shows the importance of managers worrying about turnover.…”