Leader–Member Exchange as A Driver of Job Satisfaction: Examining The Mediating Role of Perceived Organizational Support and The Moderating Role of Work Engagement

This study investigates the influence of Leader–Member Exchange on Job Satisfaction, with Perceived Organizational Support as a mediating variable and Work Engagement as a moderating variable among employees in high-risk industries. The research was conducted among construction and mining workers who had completed occupational safety training at PT Sepakat Safety. Drawing on Social Exchange Theory and the Job Demands–Resources framework, the study seeks to explain the relational and psychological mechanisms underlying employee satisfaction in safety-sensitive environments. A quantitative approach was applied using structured questionnaires distributed to eligible respondents. Data were analyzed through structural equation modeling to examine direct and indirect relationships among the variables. The findings reveal that Leader–Member Exchange has a strong positive and significant effect on Job Satisfaction. Leader–Member Exchange also significantly enhances Perceived Organizational Support, which subsequently exerts a positive influence on Job Satisfaction. Mediation analysis indicates complementary mediation, demonstrating that leadership quality affects Job Satisfaction both directly and indirectly through organizational support perceptions. Work Engagement shows a significant direct effect on Job Satisfaction; however, its moderating role is not supported. Overall, the results emphasize the importance of relational leadership and organizational support in improving employee satisfaction within high-risk industrial contexts.