Keywords : Job Satisfaction


The Mediation Effect of Leader Support in the Effect of Organizational Commitment on Job Satisfaction: A Research in the Turkish Textile Business

Saadet Ela Pelenk

International Journal of Organizational Leadership, 2020, Volume 9, Issue 4, Pages 227-242
DOI: 10.33844/ijol.2020.60508

Organizational commitment is a psychological concept that expresses the feelings of
belonging and loyalty. Commitment and leader support can increase job satisfaction, but
factors such as economic crises, epidemics, globalization increase socio-economic problems
such as unemployment and productivity loss. In this context, leader support such as career
development, information sharing, feedback and finding solutions to the problem may cause
employees to feel valuable and to make effort. This research shows that a leader-manager is
the person who not only maintains the current period but also understands employee behaviors
and reactions. As an effect of this research, employees do not see their job as compulsory, but
find it meaningful and consequently job satisfaction may increase. The purpose of this research
is to examine the mediating effect of leader support in the effect of organizational commitment
on job satisfaction. For this purpose, a questionnaire was conducted with 126 blue-collar
workers in textile company in Istanbul. In the analysis of research data, SPSS 21 statistical
software and multiple regression method were used. As a result of the research, the mediating
role of leader support in the effect of organizational commitment on job satisfaction has been
determined. This research also contributes to researchers, employers and employees in the
field of human resource, productivity and organizational behaviour.







The Effects of Management Skills on Job Satisfaction at Different Organizational Levels in Banks: The Role of Social Support and SelfEfficacy

Jalil Bagheri; Shahram Mirzaei Daryani; Farzad Sattari Ardabili; Behnam Azadi; Majid Ahmadlu

International Journal of Organizational Leadership, 2019, Volume 8, Issue 4, Pages 12-21
DOI: 10.33844/ijol.2020.60484

The current study aims to examine the effects of management skills on job satisfaction and mediating role of self-efficacy and social support. To this end, 236 questionnaires have been collected from managers of Tejarat bank. The results showed that, as individual self-efficacy increases, social support cannot significantly mediate the relationship between management skills and job satisfaction. However, managerial skills had a significant effect on employee's job satisfaction. Also, social support significantly mediated the effects of management skill on job satisfaction. Furthermore, self-efficacy reverses the effect of management skills on job satisfaction. The results further revealed that in high levels of self-efficacy and high skills, job satisfaction for management would be affected by other variables. The satisfaction in higher level of organizations may need to be evaluated through different models rather than current ones.

Leader-member exchange and its relationship with career adaptability and job satisfaction among employees in public sector

Fariba Rezapour; Farzad Sattari Ardabili

International Journal of Organizational Leadership, 2017, Volume 6, Issue 3, Pages 425-433
DOI: 10.33844/ijol.2017.60405

Career adaptability has found a special place among the predictive variables of job satisfaction in the recent decade. In fact, the effect of adaptability in different situations may be different depending on factors such as leader-member exchange. In this study, the mediating role of leader-member exchange in the effect of career adaptability was studied using Hayes’s fourth model (2013) and collecting 167 samples from the employees of public sector in Ardabil. First, confirmatory factor analysis was performed on the dimensions of career adaptability and leader-member exchange and only two questions of career adaptability questions were removed from the questionnaire due to undesired factor loading. According to the results, job satisfaction and leader-member exchange had the highest correlation with control (one of the dimensions of career adaptability). Moreover, career adaptability and leader-member exchange had the predictive role in job satisfaction (B= 0.29 and 0.55, respectively). The analysis of the mediating role of leader-member exchange was significant (0.162), which indicates that managers of public sector must pay considerable attention to leader-member exchange, so that they can moderate the effect of career adaptability on job satisfaction even if career adaptability is not satisfactory.