Date of Conferral







Marlon F. Sukal


The effects of leaders on virtual employees job satisfaction and job performance is essential to virtual team success. As virtual workplaces continue to evolve, there is a need to focus research on how leaders affect virtual employees. Previous research has indicated that understanding the relationship between perceived leadership and job satisfaction is crucial as it helps create a motivated and effective workforce. However there remains an essential gap in current literature regarding leadership effectiveness on job satisfaction and job performance of virtual workers. The population group for this study consisted of 70 randomly selected virtual employees. Participants of the study answered questions from 3 different surveys. Linear regressions and mediation analyses were conducted to determine if a statistical relationship existed among the variables. The results of the regression with transformational leadership predicting job performance was significant, F(1, 68) = 5.50, p = .022, R2 = .075 and transformational leadership predicting job satisfaction (mediator) was also significant, F(1, 68) = 3.99, p = .005, R2 = .055. Multiple linear regression was conducted with transformational leadership and job satisfaction (mediator) predicting job performance, results of the regression was significant, F(2, 67) = 13.56, p < .001, R2 = .288. Results from this study indicated that job satisfaction was a significant mediator for the relationship between transformational leadership and job performance. Finding from this study would be an important contribution to the existing literature and enhance social change inventiveness by providing information that could be essential to virtual organization leaders, virtual employees, organization success, and impact society as a whole.