The role employee voice on the relationship between transformational and job satisfaction of airline employees in Jordan

Abstract

In today’s business environment, leaders of organizations cannot deal with the dynamic environment in silo, where opportunities and challenges are constantly changing. It is thus advisable for leaders to harness employees’ input, ideas, and recommendations in fostering employee satisfaction, thereby promoting further development of an organization. The motivation behind this study is to seek a deeper understanding in determining the role of transformational leadership and employee voice as antecedents of job satisfaction. This study aimed at investigating the role of transformational leadership practices, comprising idealized influence, intellectual stimulation, individualized consideration and inspirational motivation in encouraging employee voice and improving job satisfaction. Another objective of this study was to investigate the role of employee voice as a mediator in the relationship between transformational leadership practices and job satisfaction. This study employed a proportionate stratified random sampling technique along with a cross-sectional design with data collected from 346 non-managerial employees at the Royal Jordanian Airlines in Jordan. Multivariate data normality tests, descriptive statistics, and structural equation modelling were used for data analyses. Additionally, discriminant validity, convergent validity, and composite reliability were estimated to ensure the validity and reliability of the study’s construct. Findings of the study revealed a significant direct relationship between all transformational leadership practices and job satisfaction, except for idealized influence. Also, the study found a significant direct relationship between transformation leadership practices and employee voice except for inspirational motivation. The results indicated a significant mediating effect of employee voice in the relationship between idealized influences, intellectual stimulation, individualized consideration and job satisfaction. However, employee voice failed to function as a mediator in the relationship between inspirational motivation and job satisfaction. The current study has contributed to literature by introducing new empirical evidence in organizational studies of the antecedents of job satisfaction. Findings of the study suggest that it is advisable for organizations to invest in transformational leadership training and create a platform that encourages employees to express their opinions and ideas regarding job-related matters as this could improve employee job satisfaction levels.