Transformational Leadership and Employee Job Satisfaction: The Mediating Role of Employee Relations Climate and the Moderating Role of Subordinate Gender

Abstract

Scholars have paid extensive attention to transformational leadership for decades. However, existing studies still lack ample discussions on the underlying mechanism and boundary conditions of its influence on employee job satisfaction. This study proposed a moderated mediation model based on social exchange theory. We collected survey data from 211 frontline employees to verify our hypotheses. The results showed that transformational leadership was positively associated with employee job satisfaction via the mediation role of the perceived employee relations climate. Furthermore, the relationship between transformational leadership and the employee relations climate, as well as the indirect relationship between the two, was demonstrated to be more significant for male employees. This study offered a new account of the mechanisms of transformational leadership and clarified a boundary condition for its effectiveness.

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“…The findings of this study are aligned with those of Yachya (2016), who discovered that, compared to employee performance and employee engagement, employee happiness has the highest significant positive influence. The results of this study are also in line with the research of Chen et al (2021), Tuzzakiyah et al (2021), Hassi (2018) Andreani & Petrik (2016), Yachya (2016), and Berson & Linton (2005) which stated that organizations led by transformational-style leaders are effective in increasing employee satisfaction. This study also determines the employee satisfaction construct (loading factor: 0.824) and employee performance construct (loading factor: 0.809) as direct opinions about leaders.…”

“…Employee satisfaction or satisfaction on the job is reflected in the sense of fulfillment felt when performing work-related duties and refers to several things that trigger individuals to express satisfaction with their work. Chen et al (2021) researched mental, physiological, and environmental situations from 211 frontline employees using a twenty-onemeasurement scale and verified their hypothesis, that the perceived employee relations atmosphere serves as a mediating factor in the relationship between transformational leadership and employee happiness. Yachya (2016) determined indicators related to employee satisfaction, including personal satisfaction, loyalty, and employee productivity.…”

“…Some studies have been carried out to show that transformational leadership as a leadership style significantly improves how employees perceive the results, either one or several outcomes such as satisfaction, performance, and engagement. According to Chen et al (2021), Tuzzakiyah et al (2021), Hassi (2018), andAndreani et al (2016), transformational leadership is positively connected to employee satisfaction via the mediating role of the experienced relationship climate perceived by employees. Further, Yucel (2021), Magasi (2021), Kimani (2021), Riyanto et al (2021), Farisi et al (2020), and Andreani et al (2016 all found significant results and a positive relationship between transformational leadership and employee satisfaction.…”

Transformational leadership improves nursing documentation self-efficacy

“…Nurses who have high self-efficacy in completing nursing documentation are more diligent when tending to their duties 1. Those with low self-efficacy regarding nursing documentation display low self-confidence, are pessimistic, and may skip important patient-care steps 2…”

“…According to Ngongo, over half (52%) of nurses with good performance have good self-efficacy 2. Self-efficacy is an individual behavior governed by each nurse; weak self-efficacy affects a nurse's ability to perform.…”