The study described in this chapter aims to explore whether the relationship between transformational
and strategic leaderVKLSZLWKVXERUGLQDWH¶MREVDWLVIDFWLRQLVGLIIHUHQWGHSHQGLQJRQWKHRUJDQL]DWLRQDO
level of the respective subordinate. The next section reviews transformational leadership and strategic
leadership in the light of organizational level. Section 8.3 describes the method used to explore the
above-mentioned relationship. First of all, a confirmatory study was conducted to check the factor
structure of the different leadership behaviors. Moreover the intercorrelations between the leadership
dimensions and job satisfaction were explored. Second, the correlations were studied per
organizational level to identify possible differences between the levels. And finally, using a regression
analysis, the moderating role of organizational level on the relationship between leadership of the
superior on VXERUGLQDWH¶MRE VDWLVIDFWLRQ ZDs tested. Sections 8.4 and 8.5 present the results and
provide in a discussion, respectively.
8.2.1 TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL LEVEL
There have been a number of studies that have investigated transformational leadership across
organizational levels (Bass et al., 1987; Bruch & Walter, 2007; Densten, 2003; Lowe et al., 1996;
Oshagbemi & Gill, 2004; Stordeur et al., 2000; Yammarino & Bass, 1990). Kovjanic et al. (2012)
proposed that WKHUHDUHWKUHHW\SHVRIVXERUGLQDWH¶EDVLFQHHGVWKHVDWLsfaction of which mediates the
relationship between transformational leadership and employee outcomes (e.g. job satisfaction)³need
for autonomy ́, ³QHHGfor competence ́ and ³QHHG for relatedness ́. Autonomy refers to being able to
self-RUJDQL]HRQH¶VEHKDYLRU,WLQYROYHVDVHQVHRIFKRLFHDQGDIHHOLQJRIQRWEHLQJFRQWUROOHGE\
forces alien to the self. Competence concerns feelings of mastery and effectiveness, which originate
from opportuniWLHV WR DSSO\ DQG H[SDQG RQH¶V FDSDELOLWLHV 5HODWHGQHVV UHIHUV WR D IHHOLQJ RI
connectedness and association and involves a sense of being significant to others. Kovjanic et al.¶V
(2012) exploration of subordinate needs was based on self-determination theory (SDT) (Deci & Ryan,
2000; Gagne & Deci, 2005) which can be regarded as one of the most detailed and best validated
frameworks of psychological needs (Greguras & Diefendorff, 2009). In applying SDT to the work
context, Gagné and Deci (2005) proposed that the fulfillment of basic psychological needs foster well-
being and optimal functioning (Deci & Ryan, 2008). Likewise, Lynch et al. (2005) found that the
IXOILOOPHQWRIEDVLFSV\FKRORJLFDOQHHGVZDVSRVLWLYHO\UHODWHGWRHPSOR\HHV¶VDWLVIDFWLRQZLWKWKHLU
job tasks. Their results also demonstrated that each of the three needs had a unique effect on job
satisfaction.