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This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions. In particular, it aims to investigate the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions.

Participants were 208 National Collegiate Athletic Association (NCAA) Division I softball and volleyball assistant coaches in the USA. Using the multifactor leadership questionnaire (MLQ – Form 5X) and an organizational turnover intent questionnaire, participants evaluated their head coach's leadership behavior, satisfaction with the leader, and their own organizational turnover intent.

Results revealed a direct negative relationship between leadership behaviors (transformational and transactional) and voluntary organizational turnover intentions. Also, satisfaction with the leader mediated the negative relationship between leadership behaviors (transformational and transactional) and voluntary turnover intentions.

The study was limited by the use of professional associations to contact participants, the timing of the data collection, and the exploration of only one of numerous possible mediating variables. Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for effective leadership of work teams and for mitigating voluntary turnover intentions.

The paper's principal theoretical contribution is the addition of satisfaction with the leader as a mediating variable between transformational and transactional leadership behavior and voluntary organizational turnover intentions.

The purpose of this study is to examine the interrelationships between leaders' communication competence, mindfulness, self-compassion and job satisfaction. Barge and Hirokawa's (1989) communication-centered theoretical approach of leadership and Gilbert's (2005) social mentality offered frameworks to examine mindfulness and self-compassion as co-mediators of the relationship between business leaders' communication competence and job satisfaction.

A cross-sectional online survey was conducted with 219 business leaders in the USA via snowball sampling.

The results showed that communication competence served as an antecedent of mindfulness and self-compassion. Additionally, self-compassion served as a significant mediator between the positive relationship between communication competence and job satisfaction.

Managers and business leaders may gain insights about the benefit of developing self-compassion and communication competence skills to enhance their job satisfaction via courses, workshops and certifications.

This study is the first to examine the effect of two well-being constructs (self-compassion and mindfulness) on the relationship between leaders' communication competence and job satisfaction.

The purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction.

Cross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures.

The authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors.

Limitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction).

Above a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors.

The authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.

Interactive or moderation effects are normally examined using hierarchical regression analysis and the product‐term. The purpose of this paper is to test an alternative perspective of interaction, which is based on how leaders combine different leadership behaviors (i.e. task‐oriented and socio‐emotional leadership).

Data from 191 full‐time, white‐collar employees were obtained using a cross‐sectional design and a self‐administered questionnaire. Task‐oriented leadership (i.e. pressure) and socio‐emotional leadership (i.e. support) were measured using items from Misumi. Two measures were used for follower satisfaction with the leader: the satisfaction component of the job descriptive index and a single‐item measure. Satisfaction with how the leader combines leadership behaviors was measured using a single‐item measure.

The findings show that follower satisfaction with the way the leader combines task‐oriented and socio‐emotional leadership augments the effects of these two types of leadership on follower satisfaction with the leader. Non‐significant interactions were found between pressure and support using the product‐term method for examining interactions.

The paper examined only satisfaction with the leader. The sample is relatively small, consisted entirely of white‐collar employees, and the response rate is unknown. All the data were obtained from participants and hence mono‐source effects are possible.

The findings draw attention to the need to approach interactive effects more carefully and demonstrate the importance of combinative aspects of leadership style.

The paper provides an alternative view of interaction effects.

The purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction.

Data from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses.

Polynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader.

By identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction.

The purpose of this paper is to examine the mediating effect of the leader-member exchange (LMX) on the relationship between leader personality and follower attitudes and behaviours, including task performance, satisfaction with the leader and organisational citizenship behaviour.

Adopting a multifaceted perspective to examine the relationships among the research variables, data were collected from 67 leaders and 372 followers. To test the hypotheses, hierarchical linear modelling analyses were conducted.

The results indicate that leader extraversion is positively related to follower task performance and that leader agreeableness is positively related to follower organisational citizenship behaviour and satisfaction with leaders. Moreover, the results indicate that the quality of the LMX relationship partially mediated the positive relationship between leader extraversion and follower task performance and fully mediated the relationship between leader agreeableness and satisfaction with leader and organisational citizenship behaviour.

The findings of this study support the mediating role of the LMX relationship between leader personality and follower attitudes and behaviours. Hence, it is worthwhile to examine the effects of leader personality in an organisational context.

The originality of this study is that it focusses on the integration of leader personality, LMX, and follower attitudes and behaviours in a single study, providing a model that indicates the mediating role of LMX in the relationship between leader personality and follower attitudes and behaviours.

The purpose of this paper is to investigate the influence of leaders’ Theory X and Y managerial assumptions on subordinates’ attitudes and behaviors.

Military leaders (n=50) completed a questionnaire with Theory X and Y scale and their subordinates (n=150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses.

The results indicated that the Theory Y management style is significantly and positively associated with subordinates’ satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates’ satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes.

The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings.

The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes.

Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature.

The focus of this paper was twofold: to examine critical team leader behaviors (as perceived by the subordinate) that result in team member satisfaction; and to determine if there is a significant difference between the perceptions of team leaders and team members regarding the level of team satisfaction and factors that predict team leader performance. Results indicate that team member satisfaction was influenced by: the extent to which communication within the group was open; and the team leaders’ performance. Team leader performance was influenced by the team members’ satisfaction with their leaders’ ability to resolve conflicts and the teams’ openness in communication. Team members’ and leaders’ perceptions did not differ significantly regarding open communication in the group, however, team members assessed their leaders’ performance less favorably than the team leaders assessed themselves and were less satisfied with the team leaders’ ability to resolve conflicts.

The hospitality and tourism industry is highly labor-intensive. It is constituted by a fast-paced, dynamic, unpredictable and unstable operating environment that requires an extraordinary leadership ability, and leaders may need to adopt a transformational leadership style. A plethora of theoretical and empirical studies have shown the importance of transformational leadership. However, there is still much to be learned. Meanwhile, no study to date has measured the relationship between transformational leadership, job involvement, and job satisfaction among employees in the hospitality and tourism industry in New Zealand. This study expands our understanding of transformational leadership in the specific context of hospitality and tourism.

This study seeks to offer an empirical test of a model addressing how a leader's humor use will moderate the effects of a transformational leader style on follower attitudes, such as trust, identification, affective commitment, and job satisfaction.

Working adults (n=369) participated in a two‐phase data collection of self‐reported attitudes and their perceptions of leadership behavior. Perceptions of transformational leadership and humor were collected at Time 1. Trust, identification, affective commitment, and job satisfaction were collected a week later.

Results demonstrate significant relationships between transformational leadership and trust, identification, affective organizational commitment, and job satisfaction. The moderator effect was only supported in relationships between transformational leadership and both trust and affective commitment, suggesting that transformational leaders who are seen as using more humor rate higher on these outcomes than followers of low humor leaders.

The primary limitation of the study is the potential for single source bias in that both perceptions of leader behavior and self‐reported attitudes were measured from the followers' perspectives.

The findings have several managerial implications. Primarily, a transformational leader who effectively uses humor might expect an effect on the outcomes explored here, but also on more distal results of which the study variables may be theoretically antecedent, such as job performance and turnover.

There has been little research on the influence of a leader's humor use on the relationships between transformational leadership and trust, identification, commitment and job satisfaction. The study augments the extant literature on these relationships.