The mediating impact of perceived organisational politics on the relationship between leadership styles and job satisfaction

Yanti Budiasih, Cahya Fajar Budi Hartanto, Tri Minh Ha, Phong Thanh Nguyen, Trisadini Prasastinah Usanti

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)

Abstract

The present study examines the relationship among the leadership style (transformational leadership (TFL), transactional leadership (TSL), laissez-faire leadership (LFL) and job satisfaction (JS) of the private sector within organisations in the capital city of Indonesia. The purpose of the current study is also to examine the mediating impact of perceived organisational politics (POP) between the relationship of leadership style and JS. The managers and their subordinates of private organisations in the capital city of Thailand constitute the study respondents. The data was gathered through survey questionnaires, and PLS-SEM was used to test the hypotheses. The results revealed that there is a positive relationship between TFL, laissez-faire leadership, and JS while a negative relationship exists between transactional leadership and JS. The results also revealed that perceived organisational politics mediates the relationship between all leadership styles and JS. The findings recommend to regulators that they should emphasise leadership style that positively affects job satisfaction and also POP that enhances the relationship between leadership style and job satisfaction.

Original languageEnglish
Pages (from-to)478-495
Number of pages18
JournalInternational Journal of Innovation, Creativity and Change
Volume10
Issue number11
Publication statusPublished - 2020

Keywords

  • Job satisfaction
  • Laissez-faire leadership
  • Leadership style
  • Perceived organisational politics (POP)
  • Transactional leadership
  • Transformational leadership

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