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The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction.
- Source :
- Frontiers in Psychology; 9/23/2022, Vol. 13, p1-11, 11p
- Publication Year :
- 2022
-
Abstract
- This two-part study examined if the buffering effect of transformational leadership on the association between work-related ambiguity and job satisfaction is contingent upon whether a follower holds a formal leadership position him/herself. Data from two separate surveys were employed: Study 1: A sample of 845 respondents from Belgium. Study 2: A national probability sample of 1,608 Norwegian employees. Study 1 showed that task ambiguity had a significant negative relation with job satisfaction, but that transformational leadership did only buffer the association between task ambiguity and job satisfaction among employees holding a formal position as a supervisor or manager. Study 2 extended Study 1 by adjusting for age and job tenure of subordinates as a confounding variable. Study 2 confirmed that transformational leadership had a significantly stronger impact on the observed association between role ambiguity and job satisfaction among respondents holding a supervisor or manager position. In conclusion, when considering job satisfaction as an outcome of work-related ambiguity, transformational leadership is mainly beneficial for followers holding a formal supervisor or manager position themselves. Our findings thereby question assumptions about the general effectiveness of transformational leadership. [ABSTRACT FROM AUTHOR]
- Subjects :
- TRANSFORMATIONAL leadership
JOB satisfaction
EMPLOYMENT tenure
LEADERSHIP
AMBIGUITY
Subjects
Details
- Language :
- English
- ISSN :
- 16641078
- Volume :
- 13
- Database :
- Complementary Index
- Journal :
- Frontiers in Psychology
- Publication Type :
- Academic Journal
- Accession number :
- 159586861
- Full Text :
- https://doi.org/10.3389/fpsyg.2022.970887