dc.contributor.author | Nielsen, Morten Birkeland | |
dc.contributor.author | Hetland, Jørn | |
dc.contributor.author | Harris, Anette Kristoffersen | |
dc.contributor.author | Notelaers, Guy Louis Alice | |
dc.contributor.author | Gjerstad, Johannes | |
dc.contributor.author | Einarsen, Ståle Valvatne | |
dc.date.accessioned | 2023-02-07T12:59:56Z | |
dc.date.available | 2023-02-07T12:59:56Z | |
dc.date.created | 2022-09-23T10:16:16Z | |
dc.date.issued | 2022 | |
dc.identifier.issn | 1664-1078 | |
dc.identifier.uri | https://hdl.handle.net/11250/3048913 | |
dc.description.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. | en_US |
dc.language.iso | eng | en_US |
dc.publisher | Frontiers | en_US |
dc.rights | Navngivelse 4.0 Internasjonal | * |
dc.rights.uri | http://creativecommons.org/licenses/by/4.0/deed.no | * |
dc.title | The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction | en_US |
dc.type | Journal article | en_US |
dc.type | Peer reviewed | en_US |
dc.description.version | publishedVersion | en_US |
dc.rights.holder | Copyright 2022 The Author(s) | en_US |
dc.source.articlenumber | 970887 | en_US |
cristin.ispublished | true | |
cristin.fulltext | original | |
cristin.qualitycode | 1 | |
dc.identifier.doi | 10.3389/fpsyg.2022.970887 | |
dc.identifier.cristin | 2054670 | |
dc.source.journal | Frontiers in Psychology | en_US |
dc.relation.project | Norges forskningsråd: 250127 | en_US |
dc.identifier.citation | Frontiers in Psychology. 2022, 13, 970887. | en_US |
dc.source.volume | 13 | en_US |