The Impact of Leadership Styles on Job Satisfaction and Mediating Role of Perceived Organizational Politics

Abstract

The present study aims to investigate the impact of leadership styles on job satisfaction and to see if perceived organizational politics has a mediating role or not. In this study descriptive research design was used and a quantitative research was conducted. The sample of this study was selected through non-probability convenience sampling. Research finding revealed that transformational leadership has a positive impact on job satisfaction and transactional leadership has a negative impact on job satisfaction. Findings also suggest that, perceived organizational politics partially mediate the relationship between both leadership styles and job satisfaction.

Does Chief Executive Officer (CEO) Leadership Style Matter? An Empirical Analysis of the Relationship among CEO Leadership Style, Job Satisfaction and Profitability in Nepali Financial Institutions

“…Rad and Yarmohammadian (2006) found a significant correlation between use of leadership behavior and employee job satisfaction. This finding was further supported by Saleem (2015). In a study conducted among school teachers, Bogler (2001) found that principal's transformational leadership affected teacher's satisfaction both directly and indirectly.…”

“…Various scholars (e.g., Bogler, 2011;Rad & Yarmohammandion, 2006;Saleem, 2015;Voon, Lo, Ngui & Ayob, 2011) reported significant relationship of transactional and transformation leadership style with employee job satisfaction. In their comprehensive review of relationship between leadership and job satisfaction, Belias and Koustelios (2014) concluded that leadership style is an important antecedent of job satisfaction.…”

Does Multiple Leadership Styles Mediated by Job Satisfaction Influence Better Business Performance? Perception of MNC Employees in Malaysia

“…The finding of transformational leadership style having positive association with job satisfaction through the inspiring and motivating behaviour of transformational leader (Saleem, 2015). Followers are encouraged and motivated to take on more responsibility and autonomy by transformational leaders (Emery & Barker, 2015), thereby it enhance employees' sense of accomplishment and satisfaction with their job is enhanced.…”

Eti̇k Li̇derli̇k, Örgütsel Bağlilik Ve İş Tatmi̇ni̇ Arasindaki̇ İli̇şki̇de: Ci̇nsi̇yet Ve Çalişma Süresi̇ni̇n Farklilaştirici (Moderate) Rolü

“…Literatürde, iş tatmininin müşteri tatmini (Torres ve Kline, 2006), iş motivasyonu ve iş stresi (Chen vd., 2012), demografik değişkenler (Lam, Zhang ve Bau, 2001;Clark, 1997;Öztürk ve Alkış, 2011), örgütsel çatışma (Üngüren, Cengiz ve Algür, 2009), narsizim (Timuroğlu ve İşcan, 2008), örgüt kültürü (Rızaoğlu ve Ayyıldız, 2008) ve liderlik (Arzi ve Farahbod, 2014;Bogler, 2001;Ugboro ve Obeng, 2000;Saleem, 2015) gibi değişkenlerle ilişkilerinin araştırıldığı da görülmektedir.…”