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Abstract
This article proposes differential mediating mechanisms regarding the relationship between transformational leadership and employee pay satisfaction, job satisfaction, and commitment. It supposes that transformational leadership influences pay satisfaction in part through transactional psychological contracts, whereas relational psychological contracts partially mediate the effects on job satisfaction and commitment. Employees (n = 421) of nine different German charitable institutions participated in this cross-sectional study. A multiple mediator model was tested using structural equation modeling. The estimation of contrasts between the indirect effects supported the assumptions: relational psychological contracts partially mediated the relationship between transformational leadership, job satisfaction, and commitment, while transactional psychological contracts partially mediated the relationship between transformational leadership and pay satisfaction.
