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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
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 sa...
Autores principales: | , , , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Frontiers Media S.A.
2022
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9539835/ https://www.ncbi.nlm.nih.gov/pubmed/36211922 http://dx.doi.org/10.3389/fpsyg.2022.970887 |
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author | Nielsen, Morten Birkeland Hetland, Jørn Harris, Anette Notelaers, Guy Gjerstad, Johannes Einarsern, Ståle Valvatne |
author_facet | Nielsen, Morten Birkeland Hetland, Jørn Harris, Anette Notelaers, Guy Gjerstad, Johannes Einarsern, Ståle Valvatne |
author_sort | Nielsen, Morten Birkeland |
collection | PubMed |
description | 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. |
format | Online Article Text |
id | pubmed-9539835 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2022 |
publisher | Frontiers Media S.A. |
record_format | MEDLINE/PubMed |
spelling | pubmed-95398352022-10-08 The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction Nielsen, Morten Birkeland Hetland, Jørn Harris, Anette Notelaers, Guy Gjerstad, Johannes Einarsern, Ståle Valvatne Front Psychol Psychology 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. Frontiers Media S.A. 2022-09-23 /pmc/articles/PMC9539835/ /pubmed/36211922 http://dx.doi.org/10.3389/fpsyg.2022.970887 Text en Copyright © 2022 Nielsen, Hetland, Harris, Notelaers, Gjerstad and Einarsern. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. |
spellingShingle | Psychology Nielsen, Morten Birkeland Hetland, Jørn Harris, Anette Notelaers, Guy Gjerstad, Johannes Einarsern, Ståle Valvatne The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction |
title | The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction |
title_full | The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction |
title_fullStr | The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction |
title_full_unstemmed | The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction |
title_short | The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction |
title_sort | impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction |
topic | Psychology |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9539835/ https://www.ncbi.nlm.nih.gov/pubmed/36211922 http://dx.doi.org/10.3389/fpsyg.2022.970887 |
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