Through two studies, this paper investigates the moderating effects of personality traits (i.e., extraversion, conscientiousness, agreeableness and neuroticism) and the mediating effect of psychological empowerment on the relationship between perceived transformational leadership and job satisfaction. Study 1 searches whether personality traits moderate the effects of perceived transformational leadership on followers' job satisfaction. Using a sample of 221 R&D employees employed by information technology organizations, the results of Study 1 indicate that the more conscientious the employee, the stronger the relationship between perceived transformational leadership and job satisfaction. Study 2 explores whether psychological empowerment mediates the effects of perceived transformational leadership on followers' job satisfaction. Based on data from 348 academics, the results support the mediating role of psychological empowerment on job satisfaction, in that when employees perceive their leader as transformational they feel more psychologically empowered, which in turn increases job satisfaction levels. Implications for future research and practice are discussed.Keywords: perceived transformational leadership, personality traits, psychological empowerment, job satisfaction Received 1 February 2016. Accepted 6 November 2016 T oday's dynamic work environment brought about by economic, technological and demographic changes affecting the magnitude of employee job satisfaction. It has been well documented that highly satisfied employees are more likely to be committed to their organization (Cooper-Hakim & Viswesvaran, 2005), have higher levels of job performance (Judge, Scott, & Ilies, 2006) and lower levels of turnover (Hulin & Judge, 2003). The accumulating evidence about the role of job satisfaction on various organizational outcomes triggered the studies investigating its predictors. Although job satisfaction was found to be affected by situational factors, it was also found to be shaped by individual * Faculty of Business Administration, Bilkent University, Ankara, Turkey ** Department of Business Administration, Faculty of Economics and Administrative Science, Hacettepe University, Ankara, TurkeyCorresponding author: caydogmus@bilkent.edu.tr § This manuscript is an original work that has not been submitted to nor published anywhere else. This study probes the underlying mechanism and the processes of how followers' perceptions of transformational leadership influence job satisfaction, with a focus on followers' personality traits and psychological empowerment with two different studies. With this aim, we provide follower-based perspective on leadership issues on management and organizations of benefit to scholars, Human Resource practitioners and managers.

The literature has widely focused on the link between workaholism and wellbeing. However, potential moderators of this relationship-facilitators or buffers-have rarely been studied. This study investigates the mediating role of work-family conflict (WFC) on the relationship between workaholism and employee wellbeing and the moderating role of instrumental spousal support on this mediated model. The sample includes 244 dual-earner employees in various sectors. Drawing on the effort-recovery model and the conservation of resources theory, our model posits that the mediating effect of WFC on the linkage between workaholism and employee wellbeing is contingent upon the levels of instrumental support. According to the moderated mediation analysis, WFC transmits the effects of workaholism on wellbeing and assumes a mediator role only when the employee perceives a low or medium level of instrumental spousal support. This highlights the importance of instrumental spousal support in decreasing the detrimental effects of workaholism and WFC on wellbeing. Instrumental spousal support seems to decrease the plausible effect of workaholism by reducing the perceived seriousness of family-related burdens. Thus, employees receiving spousal support are more likely to feel assisted and confident that their responsibilities at home will be met.

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Background Minimal research has been conducted to explore the associations among workload, work-to-family conflict, family-to-work conflict, support, and affective commitment. Purpose This study was designed to explore the moderating role of perceived organizational support on the mediating effects of work-to-family conflict, family-to-work conflict in perceived workload, and affective commitment linkage. Methods The data were collected using a self-report survey from 164 nurses working at two public hospitals. The hypothesized model was tested using PROCESS macro. Results Perceived organizational support was found to influence the mediating effect of work-to-family conflict on the linkage between workload and affective commitment, yet not to moderate the mediating effect of family-to-work conflict. The results revealed that workload predicts affective commitment negatively and work-to-family conflict positively. However, perceived organizational support was found to change the effect that workload has on affective commitment. The negative effect of workload on affective commitment was found to be weaker for nurses with adequate organizational support. Conclusions/Implications for Practice Perceived organizational support was found to have both main and buffering effects on the emotional attachment of nurses toward their organizations. The findings support the importance of creating supportive work settings to alleviate the adverse effects on nurses of workload and work–family interference.

Supervisors are known to play significant role in instilling trust within the organizations. Following this corollary, the aim of this study is to investigate the effect of laissez-faire leadership on employees' trust in their organizations. Known as "absence of leadership", laissez-faire leadership is one of the ineffective and destructive leadership styles, which is assumed to erode the trust both in supervisors and organizations. Data were collected mostly from engineers (sample size =129) working in a public organization, conducting scientific and technological research on mineral exploration and geology. The finding including both correlation coefficients and results of structural equation modeling revealed that the experience of laissez-faire leadership by an immediate supervisor was strongly associated with reduced level of trust in organizations. More specifically, when a supervisor fails to satisfy to the expectations of subordinates by lack of presence and involvement, those behaviors seem to erode the employees' feelings of trust toward their organizations. This finding could be explained with the premises of psychological contract breach. Employees perceiving their supervisors reluctant or incompetent to satisfy their needs seem to lose their confidence that the organization would abide by the initial promises had been made, which wears away the trust in organization as time passes.