Job satisfaction represents the various attributes that are related to each

Job satisfaction represents the various attributes

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Job satisfaction represents the various attributes that are related to each other. Among these are salary, opportunities for promotion, colleagues and the work itself. Research on job satisfaction has suggested that job satisfaction has a direct rela- tionship with personal concepts such as employee turnover (Cano & Miller, 1992 ; 30 E. C ¸ akmak et al.
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Glick, 1992 ), absenteeism (Lucas, Atwood, & Hagaman, 1993 ; Mobley, 1977 ; Taun- ton, Krampitz, & Woods, 1989 ), burnout (Dyer & Quine, 1998 ; Koustelios & Tsigilis, 2005 ; Penn, Romano, & Foat, 1988 ; Sucuo ± glu & Kulo ± glu-Aksaz, 1996 ; Wolpin, Burke, & Greenglass, 1991 ) and stress (Ahsan, Abdullah, Fie, & Alam, 2009 ; Bartram, Joiner, & Stanton, 2004 ; Pugliesi, 1999 ), in addition to organizational concepts such as leadership (Cohen & Cohen, 1983 ; Madlock, 2008 ; Medley & Larochelle, 1995 ). When a leader transfers his/her emotions and thoughts to employees in a strong way, it affects employees emotions, performance (Goleman, 2002 ) and job satis- faction of the employees. This is because leaders have an effect not only on employees emotions and thoughts but on also their motivations-values, needs- demands and desires-expectations, which are instrumental in their actions towards identified objectives (Burns, 2007 ). A review of the literature showed that the relationships between job satisfaction and leadership styles/approaches such as transformational leadership (Chen, 2005a , 2005b ; Derzsy, 2003 ; Rothfelder, Ottenbacher, & Harrington, 2013 ; Shibru & Darshan, 2011 ; Walumbwa, 2002 ), instructional leadership (Thompson, 2005 ; Westley, 2000 ); ethical leadership (Einstein, 2013 ; Ruiz-Palomino, Sa ´ez-Martı´nez, & Martı´nez-Can ˜as, 2013 ), authentic leadership (Darvish & Rezaei, 2011 ; Giallonardo, Wong, & Iwasiw, 2010 ; Stearns, 2012 ), charismatic leadership (Holloway, 2012 ; Vlachos, Panagopoulos, & Rapp, 2013 ), servant leadership (Barnes, 2011 ; Caffey, 2012 ; Drury, 2004 ; Hebert, 2003 ; Miears, 2004 ; Wilson, 2013 ), supportive leadership (Lowhorn, 2009 ; Tomsheck, 1985 ) and participatory leadership (Gharibvand, 2012 ; Kim, 2002 ; Nongmak, 1986 ); additionally, leader- ship behaviors (Konto, 1986 ; Lin, 1998 ; Marra, 1978 ; Oberlin, 1980 ; Prest, 1993 ), leadership practices (Bathini, 1996 ; Miller, 2003 ; Roelle, 2010 ; Taylor, 1996 ), leadership skills (Abraham & Grant, 2008 ; Ivie, 2007 ) and leadership efficiency (Henson, 1984 ; McElhaney, 2003 ; Schulman, 1989 ) were investigated. In this context, this study examined the effect of leadership on job satisfaction. Further, the moderators that were expected to have a medium-level effect in this study were identified as: (1) leadership style/approach, (2) sample group/sector of the research studies, (3) type of publication of the study and (4) year of publication. All such variables, along with the results of previous research results, were used to test the following hypotheses of this study: H 1 Leadership has a positive effect on job satisfaction. H 2 Publication type is a moderator for the positive effect of leadership on job satisfaction. H 3 The year of publication is a moderator for the positive effect of leadership on job satisfaction.
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  • Winter '19
  • Dr Tolla
  • The Land, Leadership Quarterly, Leadership and Organizational Outcomes, M. K. M.

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