Leadership can truly make or break an organization with regard to virtually every work-related outcome. So, what characterizes an effective leader? Research suggests that leaders who embody organizational values and are held to same standards as their subordinates are related to optimal organizational outcomes. These values and standards start with an organization’s accountability practices. We hypothesize that perceptions of accountability will demonstrate a positive relationship with job satisfaction (H1) and a negative relationship with turnover intentions (H2). Additionally, communication will moderate the relationship discussed in our first hypothesis (H3). Finally, communication will moderate the relationship discussed in our second hypothesis (H4). To test these hypotheses, we surveyed a sample of participants (N = 222) using validated surveys to assess all relevant variables. We found support for both predicted direct effects and a moderating effect of communication on leadership accountability perceptions and turnover intentions. However, we did not observe a moderating effect of communication on accountability practices and job satisfaction. Practical implications, limitations of this study, and suggestions for future research are discussed.
Date of Degree
Master of Arts (MA)
Program of Study
Industrial Organizational Psychology
Social and Behavioral Sciences
Clancy, Caroline M. (2022). Employee satisfaction and perceptions of organizational leadership accountability [Master’s thesis, Minnesota State University, Mankato]. Cornerstone: A Collection of Scholarly and Creative Works for Minnesota State University, Mankato. https://cornerstone.lib.mnsu.edu/etds/1235/
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