Suchergebnisse

Research indicates that job satisfaction is significantly related to life satisfaction. However, previous studies have not included variables that may confound the relationship. Furthermore, the vast majority of studies have relied on cross-sectional data. I tested a comprehensive model that examined the relationship between job and life satisfaction and a broad personality construct called 'core self-evaluations', as well as nonwork satisfaction and environmental variables, using a nationally representative (US), longitudinal data set. Results indicated that core self-evaluations was significantly related to both job satisfaction and life satisfaction over time, and that the relationship between job satisfaction and life satisfaction was not significant after taking into account the effects of core self-evaluations and nonwork satisfaction. Implications for theory and practice are discussed.

We examined relationships among transformational leadership, employee identification with leader, innovative climate, and employee creativity in a diverse sample of 212 employees and their immediate supervisors from 71 workgroups representing 55 organizations. Results from multi-level linear modeling analyses indicated that transformational leadership was not significantly related with employee creativity, nor were the two way interactions of transformational leadership × identification with leader and transformation leadership × innovative climate. However, the three-way interaction of transformational leadership, employee identification with leader, and innovative climate was associated with employee creativity. We discuss the implications of these findings for practice and theory.

Previous research on the effects of workgroup diversity and workgroup functioning and outcomes has produced mixed results. We address these inconsistencies by proposing a model that considers the effects of both transformational leadership and workgroup climate on one workgroup outcome believed particularly relevant to diversity: employee creativity. Multilevel analyses of 172 individuals working in 31 teams found that innovation workgroup climate level mediated the relationship between transformational leadership and employee creativity. Furthermore, results indicated that diverse groups had higher innovation climate strength when transformational leadership was high, and that innovation climate level was more strongly related to employee creativity when innovation climate strength was high. Overall, these results suggest that transformational leadership may lessen the negative effects associated with workgroup diversity. Implications for both theory and practice are discussed.