Abstract
This study presents findings on the differential effects that leader communication
has on worker performance and job satisfaction for part-time and full-time
workers. For both part- and full-time employees, structural equation model results
indicate that leader communication, as measured through motivating language
(ML) use, has the same significant and positive effect on job satisfaction. However,
in the case of performance, leader ML use only has a significant relationship
with the output of full-time workers. These results indicate a boundary condition
to the effectiveness of leader communication, and suggest practical implications
for management interventions with today's workforce.
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