Impact of Perceived Quality of Leadership on Job Satisfaction as Moderated by Hours Teleworking Per Week

Date of Conferral

10-11-2023

Degree

Ph.D.

School

Psychology

Advisor

Derek Rohde

Abstract

The recent COVID-19 pandemic suddenly caused employers to uproot millions of employees from their in-office workstations to work at home or other designated workplaces. Although studies have shown that most teleworkers are satisfied with working remotely, many are unhappy. This study addresses the need to know more about teleworkers’ perceptions of the leadership quality of their leaders and how these perceptions affect their job satisfaction as moderated by the number of hours they spend teleworking per week. Knowing how much leadership affects job satisfaction as tempered by the number of hours teleworking per week is necessary when designing work programs. This study’s main theories are the leader–member exchange theory and Herzberg’s two-factor theory. Data were collected from 145 participants who completed a demographic form, the Leader–Member Exchange–7 (LMX-7) questionnaire, and the Job Satisfaction Survey (JSS). The LMX-7 Scale was used to test teleworkers’ perception of the quality of their leadership; the JSS was used to determine the levels of job satisfaction of the participants. The regression results indicated that 20.6% of the variation in job satisfaction could be attributed to the perception of the leadership quality that teleworkers have of their leaders. The results also indicated that there was not a significant effect of the number of hours per week that teleworkers work remotely on the relationship between leadership quality and job satisfaction. Findings may be used by administrators for positive social change in serving their teleworker employees.

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