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The study tests an integrative model that considers the mediating effect of burnout and learned helplessness on the relationships between organizational justice and turnover intentions. Organizational injustice is expected to act as a workplace stressor, triggering emotional reactions such as exhaustion, cynicism, and helplessness. These in turn manifest themselves as dysfunctional organizational attitudes such as turnover intentions. Data were collected through sequential design from 217 banking employees and analyzed with full-latent variable model using AMOS 17. Results provided partial support for the proposed conceptual model. Specifically, emotional exhaustion mediated the linkages between procedural justice-turnover intentions and distributive justice-turnover intentions; cynicism acted as a mediator only between procedural justice and turnover intentions. The mediating model fit to the data satisfactorily with GFI of .98 and CFI of .99. Neither the relationship between justice perceptions and helplessness nor the relationship between helplessness and turnover intentions was found to be significant. Emotional exhaustion (β = .15, p < .05) and cynicism (β = .49, p < .05), both of which are shown to be cognitive and emotional reactions arising from perceived injustice, seem to positively relate with desire for quitting. These intentions could translate into actual turnover, thus, hampering organizational performance.

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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