The effect of leadership style on Employee job satisfaction: The mediating role of employee engagement

Abstract

Leadership style plays a significant role in shaping employees’ attitudes, engagement, and job satisfaction within organisations. This study critically reviews the relationship between different leadership styles and employee job satisfaction, with particular emphasis on employee engagement as a mediating factor. The study adopts a qualitative secondary research approach and analyses findings from peer-reviewed journal articles, academic books, and other scholarly sources. The literature focuses on transformational, transactional, servant, democratic, and autocratic leadership styles and their relationships with employee engagement and job satisfaction. The findings indicate that leadership behaviours characterised by motivation, support, recognition, participation, communication, and employee development are generally associated with higher levels of employee engagement and job satisfaction. Transformational, servant, and democratic leadership approaches are discussed in relation to supportive and participative workplace experiences, while transactional leadership is associated with clear expectations and performance-based rewards. The reviewed literature further indicates that employee engagement can function as an important mediating mechanism through which leadership influences job satisfaction. Engaged employees demonstrate greater vigour, dedication, and absorption in their work, which may contribute to more positive job experiences. However, the effectiveness of leadership styles varies according to organisational culture, workplace conditions, employee expectations, and situational factors. The study concludes that understanding employee engagement as a link between leadership style and job satisfaction can provide useful insights for organisations and human resource management practices.