Leadership and Job Satisfaction: Addressing Endogeneity With Panel Data From a Field Experiment
Name:
An et al. 2019. Roppa_ leaders ...
Size:
600.9Kb
Format:
PDF
Description:
Final Accepted Manuscript
Affiliation
Univ Arizona, Sch Govt & Publ PolicyIssue Date
2019-04-04Keywords
employee job satisfactiontransformational leadership
transactional leadership
field experiment
leadership training
panel data
Metadata
Show full item recordPublisher
SAGE PUBLICATIONS INCCitation
An, S. H., Meier, K. J., Ladenburg, J., & Westergård-Nielsen, N. (2020). Leadership and job satisfaction: Addressing endogeneity with panel data from a field experiment. Review of Public Personnel Administration, 40(4), 589-612.Rights
© The Author(s) 2019.Collection Information
This item from the UA Faculty Publications collection is made available by the University of Arizona with support from the University of Arizona Libraries. If you have questions, please contact us at repository@u.library.arizona.edu.Abstract
The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction.ISSN
0734-371XEISSN
1552-759XVersion
Final accepted manuscriptSponsors
Det Frie Forskningsrådae974a485f413a2113503eed53cd6c53
10.1177/0734371x19839180