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The purpose of this paper is to explore the relationship between transformational leadership and a transactional leadership component (management by exception‐active), and fulfillment of the basic needs of autonomy, competence and relatedness.

The paper is based on cross sectional data from 661 employees who completed validated questionnaires such as the the multifactor leadership questionnaire (MLQ) and the basic need satisfaction at work (BNSW). The data were analysed using structural equation modeling in AMOS 18.0.

The results show that both transformational leadership and the transactional behavior management by exception active are significantly related to fulfillment of the basic needs. Significant regression weights of 0.50 (p<0.01) 0.46 (p<0.01), and 0.21 (p<0.01) from transformational leadership to relatedness, autonomy and competence were also found. Negative and smaller paths were revealed from management by exception to relatedness (=−0.12, p<0.01), competence (=−0.12, p<0.05), and autonomy (=−0.18, p<0.01). Squared multiple correlations (R²) for relatedness, competence and autonomy were 0.28, 0.06, and 0.27, respectively.

The paper empirically addresses the theoretically suggested link between transformational leadership and need fulfillment.

The purpose of this paper is to explore the possible mediating role of need fulfilment in the relationship between transformational leadership and employee job attitudes (job satisfaction and dedication).

The two samples include both cross-sectional and diary data. The cross-sectional sample (sample 1) consisted of 661 employees from various organizations. In the diary study (sample 2), 65 employees completed a daily questionnaire on five consecutive working days, yielding 325 measurement points in total. The authors analyzed the data using structural equation modeling (Mplus 5) and multilevel analyses (MLwiN 2.20).

As hypothesized, support for full mediation of the relationship between transformational leadership and positive job attitudes through the fulfilment of psychological needs were found both on a general level and on a daily basis.

The paper is based on a multi study approach and empirically addresses the link between transformational leadership and positive job attitudes, and the role of basic need fulfilment in this relationship on both a general and daily level.

Although the concept of workaholism has existed in the academic literature for decades, exploration of its measurements seems to lag behind. The purpose of this study is to present an investigation of the three most commonly used workaholism measures; the Workaholism Battery (WorkBAT), the Work Addiction Risk Test (WART) and the Dutch Work Addiction Scale (DUWAS) in terms of their cross-validation, their temporal stability and their factor structure.

The three measures were administered to 661 cross-occupational Norwegian workers. A total of 368 of these completed the same measures 24-30 months later.

The cross-validation showed that the correlations between the scores of the different instruments were too low to conclude that they measure the same construct. The 24-30 month test-retest reliability coefficients for the measures revealed that the scores were quite stable over time. None of the previously suggested factor solutions for the three measures had a good fit with the data. Explorative factor analyses supported a four-factor solution for the WorkBAT and for the WART. A two-factor solution for the DUWAS was found.

All the data are based on self-report, which might bias the results.

Different workaholism measures cannot be used interchangeably.

This is the first study that cross-validates the three most used workaholism measures and which investigates the reliability of these instruments over a long-term period (24-30 months).