THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT AND WORK ENGAGEMENT ON THE RELATIONSHIP BETWEEN LEADER-MEMBER EXCHANGE AND JOB SATISFACTION

This research aims to comprehend the the mediating roles of perceived organizational support and work engagement in the effect of leader-member exchange on employees’ job satisfaction. Namely, the main purpose is to contribute to this gap in the current knowledge. Structural equation modelling method (SEM) method has been used to analyse multiple variable complex models including direct and indirect relationships. Five-point Likert scale quantitative data was collected. Confirmatory factor analyses have been conducted to verify the convergent validity. Composite reliability has been used to testify reliability and AVE values indicated discriminant validity of the scales. The hypotheses have been tested by means of SEM. Consequently, it has been empirically proven that leader-member exchange has a positive impact on job satisfaction. Furthermore, both perceived organizational support and work engagement play mediating role in the relationship between leader-member exchange and job satisfaction. These findings are in accordance with the extant literature. This study attempts clarify the mechanism behind the relationship between leader-member exchange and job satisfaction by examining the role of perceived organizational support and work engagement concurrently.