Abstract
This study presents findings on the differential effects that leader communicationhas on worker performance and job satisfaction for part-time and full-timeworkers. For both part- and full-time employees, structural equation model resultsindicate 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 relationshipwith the output of full-time workers. These results indicate a boundary conditionto the effectiveness of leader communication, and suggest practical implicationsfor management interventions with today's workforce.
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