Leadership Role Profile and Job Satisfaction of Restaurant General Managers

Abstract Background Despite a significant shortage of psychiatrists in China, an ever-increasing number of psychiatrists in China are experiencing burnout and job dissatisfaction and considering leaving their jobs. Yet, to our knowledge, there have been no nationwide studies to date that examined both burnout and job dissatisfaction of psychiatrists in China. Therefore, this study evaluated burnout and job dissatisfaction of psychiatrists in China, and identified relevant characteristics. Methods We conducted a nationwide, cross-sectional survey in March 2019. Psychiatrists from all tertiary psychiatric hospitals in China were invited to participate. The Maslach Burnout Inventory-Human Service Survey and the short version of the Minnesota Satisfaction Questionnaire were used to measure burnout and job satisfaction. Data on socio-demographic and occupational characteristics were collected. Multivariate logistic regression was conducted to identify socio-demographic and occupational characteristics associated with burnout and job satisfaction. Results In total, 4520 psychiatrists from tertiary psychiatric hospitals in China completed the questionnaire. Overall, 38.4% of respondents met the criteria for burnout and 35.6% were dissatisfied with their jobs. Being male, more years of practice, having no leadership role, and longer working hours per week were significantly associated with burnout and job dissatisfaction. Lower monthly pay was significantly associated with job dissatisfaction but not burnout. Moreover, burnout was significantly associated with job dissatisfaction. Conclusions Our data suggest a high rate of burnout and job dissatisfaction among psychiatrists in China. In order to preserve and strengthen the mental health workforce, proactive measures are urgently needed to mitigate burnout and job dissatisfaction among psychiatrists in China.

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Whose leadership role is more substantial for teacher professional collaboration, job satisfaction and organizational commitment: a lens of distributed leadership

International Journal of Leadership in Education ◽

10.1080/13603124.2020.1820580 ◽

2020 ◽

pp. 1-29

Author(s):

Yan Liu ◽

Sheldon Watson

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Distributed Leadership ◽

Leadership Role ◽

Professional Collaboration ◽

Teacher Professional

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Influence Of Leaders Intrapersonal Competencies On Employee Job Satisfaction

International Business & Economics Research Journal (IBER) ◽

10.19030/iber.v12i10.8137 ◽

2013 ◽

Vol 12 (10) ◽

pp. 1289

Author(s):

Prakash Singh

Keyword(s):

Job Satisfaction ◽

Cognitive Abilities ◽

Quantitative Research ◽

Positive Influence ◽

Leadership Role ◽

Self Control ◽

Working Environment ◽

Self Awareness ◽

Self Confidence ◽

Organisational Climate

Intrapersonal competencies complement the interpersonal skills of emotionally intelligent leaders. Experts believe that general intelligence (IQ) contributes to no more than twenty- five percent of ones overall success. The extent to which employers are capable of indentifying and meeting their employees job satisfaction needs can be a significant characteristic of their emotional intelligence (EI), in contrast with their cognitive abilities. In this study, the quantitative research method was used to determine the employees perceptions of their leaders intrapersonal competencies and their influence on their job satisfaction; the six competencies being self-awareness, self-confidence, self-expression, self-control, adaptability, and optimism. In order to be satisfied at work, the findings of this study clearly indicate that employees prefer to be led by leaders who are confident in their leadership role, who send out clear, unambiguous messages, who maintain self-control, who are adaptable and flexible, who face the future with optimism, and who support the establishment of a collegial working environment. Evidently, the findings corroborate the hypothesis that employees believe that the intrapersonal competencies of leaders have a positive influence on the employees sense of job satisfaction. This studys findings, therefore, confirm that the key to the leaders self-knowledge is access to their own feelings and the ability to discriminate among them and draw upon them to guide behaviour in their organisations. It makes a contribution to the emerging research being accomplished on leaders intrapersonal intelligence with more research still needing to be done on how these competencies impact on the organisational climate and culture.

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The Role of Leadership and Organizational Culture Toward The Engagement of Millenial Employees Through Job Satisfaction at Pt Mory Industries Indonesia

Journal of Economics, Finance and Management Studies ◽

10.47191/jefms/v4-i7-04 ◽

2021 ◽

Vol 04 (07) ◽

Author(s):

Apud Abdul Aziz ◽

Keyword(s):

Job Satisfaction ◽

Organizational Culture ◽

Data Analysis ◽

Employee Engagement ◽

Indirect Effect ◽

Millennial Generation ◽

Sampling Technique ◽

Leadership Role ◽

Leadership Roles

This study aims to determine the effect of leadership roles and organizational culture on millennial generation employee engagement simultaneously, determine the influence of leadership roles on millennial generation employee engagement partially, determine the influence of organizational culture on millennial generation employee engagement partially, determine the effect of job satisfaction on employee engagement millennial generation partially, knowing the influence of leadership roles on millennial generation employee engagement through job satisfaction variables, knowing the influence of organizational culture on millennial generation employee engagement through job satisfaction variables. The research was conducted at Pt Mory Industries Indonesia. The sampling technique used a random sample involving 58 millennial generation employees. Data analysis using path analysis. Based on the results of data analysis, it shows that the role of leadership and organizational culture affect millennial generation employee engagement simultaneously. The leadership role variable partially affects millennial generation employee engagement. The organizational culture variable partially affects the millennial generation employee engagement. The job satisfaction variable partially affects the millennial generation employee engagement. The influence of the leadership role on millennial generation employee engagement through job satisfaction is greater than the direct effect, so it can be said that job satisfaction is an intervening variable. The influence of organizational culture on millennial generation employee engagement through job satisfaction is smaller than the indirect effect, so it can be said that job satisfaction is an intervening variable

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Correlates of General Managers' Job Satisfaction Within a Transition Economy

PsycEXTRA Dataset ◽

10.1037/e676822007-001 ◽

2007 ◽

Cited By ~ 1

Author(s):

Ivana Petrovic ◽

Panta Kovacevic ◽

Vesna Kutlesic

Keyword(s):

Job Satisfaction ◽

Transition Economy ◽

General Managers

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Which leadership roles modify employee perceptions of CSR activities? Job satisfaction implications in the case of the tourism industry

International Journal of Quality and Service Sciences ◽

10.1108/ijqss-04-2020-0054 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Panagiotis Trivellas ◽

Paraskevi Dekoulou ◽

Panagiotis Polychroniou ◽

Vassileios Tokakis

Keyword(s):

Job Satisfaction ◽

Tourism Industry ◽

Leadership Role ◽

Leadership Roles ◽

Competing Values ◽

Content Type ◽

Csr Strategies ◽

Strategic Value ◽

Role Profiles ◽

Corporate Social

Purpose This paper aims to examine the influence of leadership roles on the corporate social responsibility (CSR) activities as perceived by employees, as well as their impact on job satisfaction. Design/methodology/approach Drawing upon a sample of 245 employees in the tourism industry, a structured questionnaire was developed to measure leadership roles and CSR activities as perceived by employees. The competing values model was adopted to operationalize leadership roles. Findings Results indicate that different leadership roles are linked with different dimensions of CSR activities, although innovator role proved to prevail on this association. More specifically, innovator role is related to all CSR dimensions, followed by monitor which is associated with the philanthropic and environmental dimensions. The broker role is related only to environmental CSR actions. Research limitations/implications The possibility to generalize the results to other countries with different characteristics (e.g. regulatory framework, economic development) needs to be investigated further by carrying out similar studies. Practical implications Understanding the nature of the association between leadership and CSR activities would enable practitioners to pursue or cultivate these roles and behaviors creating strategic value by fostering their multidimensional impact upon the social context. Originality/value The present research has led to the diagnosis of the leadership role profiles supporting CSR strategies in the tourism industry. Findings also highlighted the importance of the innovator leadership role in explaining the variance of different aspects of CSR activities.

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KEPEMIMPINAN HORIZONTAL SEBAGAI SENI KEPEMIMPINAN UNTUK SEMUA ORANG DALAM PENERAPANYA DI ORGANISASI

Tatar Pasundan : Jurnal Diklat Keagamaan ◽

10.38075/tp.v13i1.14 ◽

2019 ◽

Vol 13 (1) ◽

Author(s):

Ranti Nuranita

Keyword(s):

Job Satisfaction ◽

Literature Review ◽

Employee Motivation ◽

Leadership Role ◽

Research Results ◽

Social Ability ◽

Emotional Aspects

The leadership role is very important as a determinant of achieving goals both in state and in organization. To produce quality leaders, a leadership concept is needed that can be applied to all the resources involved, both for leaders and employees, it’s called horizontal leadership, this study aims to find out how horizontal leadership art, aspects that must be possessed in horizontal leadership art and how its application in the organization. The method used is literature review, both books and previous research results. The theory used is the theory of horizontal leadership from Christopher P Neck and leadership 3.0 from Ardhi Ridwansyah. The results of this study are that leadership is not only born, inherited, or based on title and position, but also leadership can we grow from within a person naturally and naturally. With the potential already possessed, a person can move and influence themselves and others voluntarily without coercion, without a position (horizontal leadership). The aspects of horizontal leadership are: (physical aspects), (intellectual aspects), (emotional aspects), (aspects of social ability), (personal aspects), (moral aspects). The results of previous studies show that with the implementation of horizontal leadership, employee motivation and job satisfaction increase. Keynote: leadership 3.0, horizontal leadership, self leadership.

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An Analysis of Alternative Causal Models of Salesperson Role Perceptions and Work-Related Attitudes

Journal of Marketing Research ◽

10.1177/002224378602300207 ◽

1986 ◽

Vol 23 (2) ◽

pp. 153-163 ◽

Cited By ~ 24

Author(s):

Louis W. Fry ◽

Charles M. Futrell ◽

A. Parasuraman ◽

Margaret A. Chmielewski

Keyword(s):

Job Satisfaction ◽

Theoretical Model ◽

Role Conflict ◽

Causal Models ◽

Leadership Role ◽

The Other ◽

Causal Relationships ◽

Alternative Models ◽

Work Related ◽

Research Findings

Data from a salesforce of a national industrial manufacturer were used to test relationships among leadership, role conflict and ambiguity, job satisfaction, and job anxiety. Two alternative models were evaluated. One model proposes that job anxiety leads to dissatisfaction and the other that job anxiety is a consequence of dissatisfaction. Results reveal a converged theoretical model. A need for further theorizing on causal relationships among various satisfaction facets and role variables is apparent. Contrary to previous research findings, no causal linkages are found between job anxiety and satisfaction.

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Burnout and Job Satisfaction of Psychiatrists in China: A Nationwide Survey

10.21203/rs.3.rs-639930/v1 ◽

2021 ◽

Author(s):

Hao Yao ◽

Peicheng Wang ◽

Yi-Lang Tang ◽

Yuanli Liu ◽

Tingfang Liu ◽

...

Keyword(s):

Job Satisfaction ◽

Psychiatric Hospitals ◽

Maslach Burnout Inventory ◽

Leadership Role ◽

Job Dissatisfaction ◽

High Rate ◽

Short Version ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Occupational Characteristics

Abstract BackgroundDespite a significant shortage of psychiatrists in China, an ever-increasing amount of psychiatrists in China are experiencing burnout and job dissatisfaction and considering leaving their jobs. Yet, to our knowledge, there have been no nationwide studies to date that examined both burnout and job dissatisfaction of psychiatrists in China. Therefore, this study evaluated burnout and job dissatisfaction of psychiatrists in China, and identified relevant characteristics. MethodsWe conducted a nationwide, cross-sectional survey in March 2019. Psychiatrists from all tertiary psychiatric hospitals in China were invited to participate. The Maslach Burnout Inventory-Human Service Survey and the short version of the Minnesota Satisfaction Questionnaire were used to measure burnout and job satisfaction. Data on socio-demographic and occupational characteristics were collected. Multivariate logistic regression was conducted to identify socio-demographic and occupational characteristics associated with burnout and job satisfaction.ResultsIn total, 4520 psychiatrists from tertiary psychiatric hospitals in China completed the questionnaire. Overall, 38.4% of respondents met the criteria for burnout and 35.6% were dissatisfied with their jobs. Being male, more years of practice, having no leadership role, and longer working hours per week were significantly associated with burnout and job dissatisfaction. Lower monthly pay was significantly associated with job dissatisfaction but not burnout. Moreover, burnout was significantly associated with job dissatisfaction.ConclusionsOur data suggest a high rate of burnout and job dissatisfaction among psychiatrists in China. In order to preserve and strengthen the mental health workforce, proactive measures are urgently needed to improve job morale of psychiatrists in China.

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