THE HIDDEN DRIVERS OF JOB SATISFACTION: INCLUSIVE VS AUTOCRATIC LEADERSHIP WITH MEDIATING INFLUENCE OF TRUST

Mohammad Mohsen Liaqat; Aamir Sohail; Shrafat Ali Sair

Mohammad Mohsen Liaqat Assistant Professor, Business Administration, Istanbul Health & Technology University, TURKEY
Aamir Sohail Lecturer, Department of Commerce, Thal University Bhakkar, Punjab, Pakistan
Shrafat Ali Sair Assistant Professor, Hailey College of Commerce, University of Punjab, Lahore

Keywords: Inclusive Leadership, Autocratic Leadership, Employees’ Job Satisfaction Organizational Trust

Abstract

This study investigates the impact of inclusive & autocratic leadership styles on employees’ job satisfaction in manufacturing organizations, focusing on mediating role of organizational trust. Leadership significantly influences employees' attitudes, motivation, and overall performance, yet the interplay between leadership styles, organizational trust, and job satisfaction remains underexplored in the manufacturing sector. Drawing on leadership and organizational behavior theories, this research examines that how inclusive leadership fosters trust & boosts job satisfaction, while autocratic leadership may undermine trust, negatively affecting satisfaction. A quantitative survey design was employed, collecting data from 300 employees across diverse manufacturing firms. Structural Equation Modeling (SEM) was used to test hypothesized relationships. Results reveal that inclusive leadership positively correlates with job satisfaction, mediated by organizational trust thereby highlighting trust as critical mechanism linking leadership and satisfaction. Conversely, the autocratic leadership exhibits a negative relationship with organizational trust and job satisfaction. Therefore, results are important in highlighting the importance of creating enabling, and inclusive leadership styles to direct the trust as well as ensure better employee outcomes in the manufacturing settings.