“Carrot and stick” leadership style

2016 ◽  
Vol 7 (3) ◽  
pp. 328-345 ◽  
Author(s):  
Kwasi Dartey-Baah ◽  
Emmanuel Ampofo
Keyword(s):  
Job Satisfaction ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Simple Random Sampling ◽  
Cross Sectional ◽  
Content Type ◽  
Multifactor Leadership ◽  
Modern Business ◽  
Transactional Leadership Style ◽  
Overall Job Satisfaction

Purpose The purpose of this paper is to examine the relevance of “carrot and stick” (transactional) leadership style in predicting employees’ job satisfaction in a modern business organization. Design/methodology/approach The study was cross-sectional in nature and made use of structured questionnaire to collect data. Stratified and simple random sampling techniques were used to select the respondents. In total, 215 questionnaires were returned by respondents out of the 220 administered. Taylor and Bowers (1974) overall job satisfaction questionnaire and Bass and Avolio (2004) multifactor leadership questionnaire, were used to measure job satisfaction (α=0.812) and transactional leadership style (α=0.761), respectively. Simple linear regression was also used to predict the relationship between the constructs. Findings Results indicated significant and positive relationship between managers transactional leadership style and employees overall job satisfaction (β=0.292, p<0.001). Moreover, contingent reward (β=0.313, p<0.001) and management by exception (active) (β=0.208, p<0.001) were, respectively, found to be statistically significant and positively related with job satisfaction. However, there was no significant relationship between management by exception (passive) and job satisfaction. Originality/value This study adds to research that transactional leadership is broadly ideal for employees of manufacturing firms in Ghana where tasks are routine, objectives are clearly stated and work outputs can easily be measured.

scholarly journals THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP AND TRANSACTIONAL LEADERSHIP STYLE ON EMPLOYEE PERFORMANCE WITH JOB SATISFACTION AS INTERVENING VARIABLES IN BANK "XXX"

2020 ◽  
Vol 8 (2) ◽  
pp. 44-51
Author(s):  
Mashudi Mashudi ◽  
Luluk Fauziah ◽  
Tika Kapita Fachrista
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Simple Random Sampling ◽  
Employee Job Satisfaction ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style

Departing from the phenomenon in the form of employee performance and job satisfaction is still low, even though transformational and transactional leadership have been running as it should be, this study aims to determine the effect of transformational leadership style and transactional leadership style on employee performance with job satisfaction as an intervening variable in the Bank "XXX ". This study uses a quantitative approach with explanatory and survey research formats. Data collection used a questionnaire to 126 respondents which were determined by simple random sampling. The data were processed using path analysis techniques assisted by the International Business Machine (IBM) Predictive Analytic Software (PASW) version 22 software. The results of this study are transformational and transactional leadership styles have a significant effect on job satisfaction and employee performance. Job satisfaction has a significant effect on employee performance. Transformational leadership style has a significant effect on employee performance through employee job satisfaction. Transactional leadership style has a significant effect on employee performance through employee job satisfaction.

Examining police officers’ perceptions of stress: the role of Person−environment fit

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rachael Rief ◽  
Samantha Clinkinbeard
Keyword(s):  
Job Satisfaction ◽  
Police Officers ◽  
Well Being ◽  
Work Outcomes ◽  
Cross Sectional Survey ◽  
Organizational Fit ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Overall Job Satisfaction

PurposeThe purpose of the study was to examine the relationship between officer perceptions of fit in their organization and stress (organizational and operational), overall job satisfaction and turnover contemplation (within the last 6 months).Design/methodology/approachThe authors used cross-sectional survey data from a sample of 832 officers from two Midwest police departments to examine the relationships between fit, stress and work-related attitudes.FindingsPerceived stress and organizational fit were strong predictors of overall job satisfaction and turnover contemplation; organizational fit accounted for the most variation in stress, satisfaction and turnover contemplation. Organizational stress partially mediated the relationship between organizational fit and job satisfaction and organizational fit and turnover contemplation.Research ImplicationsMore research is needed to identify predictors of organizational fit perceptions among police officers.Practical implicationsFindings indicate that agencies should pay close attention to the organizational culture and structure when trying to address issues of officer well-being and retention. Further, the person−environment framework can be a useful tool in examining police occupational outcomes.Originality/valueThe authors findings contribute to research on officer stress by exploring perceptions of organizational fit as a predictor of stress and unpacking how officer stress matters to important work outcomes, including job satisfaction and thoughts of turnover, by considering stress as a mediator between organizational fit and these work outcomes.

Does supervisor gender moderate the mediation of job embeddedness between LMX and job satisfaction?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jodie Louise Stewart ◽  
Karl Kilian Konrad Wiener
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Role Theory ◽  
Job Embeddedness ◽  
Survey Study ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship

Purpose This paper aims to examine the quality of the relationship between a supervisor and their subordinate, conceptualised as leader member exchange (LMX), and the mediating influence of subordinate’s job embeddedness on job satisfaction. The LMX model considered the four-gender dominant leadership style facets, female – affect and loyalty (communal), and male – contribution and professional respect (agentic). Social role theory was applied to explain societies influence on leadership style. The moderating influence of supervisor gender on the relationship of LMX facets and subordinate embeddedness is investigated. Design/methodology/approach This cross-sectional survey study of 213 self-selected employed participants investigated the mediation of job embeddedness LMX and job embeddedness and the moderation impact of supervisor gender on this mediation. Findings Job embeddedness mediated the relationship between all four facets of LMX and job satisfaction. Supervisor gender did not moderate the relationships of the four LMX facets and job embeddedness. These findings highlight the potential impact of a homogeniuos sample in relation to industry type and culture as this may impact on the findings. That is, participants in this study were predominantly females working in female dominant industries. Originality/value This study builds on the work of Collins et al. (2014) who examined the moderating impact of subordinate gender on the mediating relationship of job embeddedness on the relationship between LMX facets and job satisfaction. Previously, the gender role of supervisors on this relationship was not explored.

Factors Affecting Job Satisfaction among Nurses Working in Teaching Hospital, Chitwan, Nepal

2019 ◽  
Vol 9 (3) ◽  
pp. 62-68
Author(s):  
Sashi Poudel ◽  
Kalpana Sharma
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Teaching Hospital ◽  
Work Experience ◽  
Quality Care ◽  
Simple Random Sampling ◽  
Professional Associations ◽  
Satisfaction Scale ◽  
Cross Sectional ◽  
Factors Affecting

Background: Job satisfaction is a major factor in nurse retention and the de­livery of high quality care. Hence, aim of this study was to find out the factors affecting job satisfaction among nurses working in the teaching hospital, Chit­wan. Methods: A descriptive, cross-sectional research design was used and a total 135 nurses who were working for at least 3 months in the Chitwan Medical Teaching Hospital were taken as study sample. Simple random sampling tech­nique was used to select the desired sample. Pre-tested structured self-admi­nistered questionniare with job satisfaction scale consisting eight domains was used to collect the data. Obtained data were entered into SPSS version 20.0 for window and analyzed using descriptive statistics and inferential statistics (chi-square test). Results: The findings of the study revealed that more than half (57.85%) of the nurses were satisfied with their job. Nurses’ job satisfaction was higher on organization and administration policies (4.18±0.04) and least on salary and benefits (3.01±0.19) they were receiving from the institution. The significance influencing factors of job satisfaction were professional qualification (p=0.04), total work experience in nursing (p=0.004), working ward/unit (p=0.014), des­ignation (p=0.007), number of patient assigned in general ward (p=<0.001) and leadership style in the ward (p=<0.001). Conclusions: Considerable percentage of nurses are not satisfied with their job. Hence hospital management and professional associations need to ad­dress the identified factors to enhance the job satisfaction among nurses work­ing in a teaching hospital.

scholarly journals Effect of Transformational , Transactional Leadership and Job Satisfaction : Evidence from Information Technology Industries

2021 ◽  
Vol 9 (1) ◽  
pp. 987-996
Author(s):  
Denok Sunarsi, Vip Paramarta, Munawaroh, Achmad Rozi, Bagaskoro, Joko Nugroho, Evalina, Jamalus
Keyword(s):  
Job Satisfaction ◽  
Information Technology ◽  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Satisfaction ◽  
Simple Random Sampling ◽  
New Research ◽  
Job Perceptions ◽  
Technology Industries

This study aims to measure the effect of leadership style (transformational or transactional) on job satisfaction mediated by job perceptions. Data collection was carried out through quantitative questionnaires with simple random sampling via electronic online to the employees of the Information Technology Industries in Banten. The results of the questionnaire returned and valid were 377 respondents. Data processing used the SEM method with SmartPLS 3.0 software. The results of this study concluded that transformational leadership has a positive and significant effect on satisfaction, both directly and indirectly through mediating job perceptions. Meanwhile, transactional leadership has no significant effect on employee satisfaction, either directly or indirectly through mediating job perceptions. This new research proposes a model to build job satisfaction for consumer goods industry employees in Banten through increasing the transformational leadership ability of company heads with perceptions of work as a mediator.

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

scholarly journals Leadership Styles and Organizational Commitment: A Study on Higher Secondary Schools in Uttar Pradesh

2017 ◽  
Vol 4 (3) ◽  
Author(s):  
Km. Anshu ◽  
Pushpendra Rao Upadhyay
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Secondary Schools ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Research Question ◽  
Uttar Pradesh ◽  
Multifactor Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style

Leadership style is known to be an important perquisite for establishing commitment in different organizations. The intention of this paper is to propose a conceptualization of relationship between leadership style and organizational commitment. This proposed relationship is driven by general research question, do specific psychological construct teachers organizational commitment relate to the transformational leadership style and transactional leadership style of principal. In order to fulfill the objective of study, multifactor leadership style questionnaire (MLQ-5X Short) developed by Bass and Avolio and Indian adaptation by Dr. Surendra nath Dubey and teacher’s organizational commitment inventory (TCI-GN) constructed by Noorjahan N. ganihar was utilize to collect the data from randomly chosen sample of 240 teachers from the various higher secondary schools situated at western geographical part of Uttar-Pradesh. The collected data was subjected to reliability test and multiple regression analysis using SPSS version 21.0. The research found that the principals’ participated in the study was higher on transformational leadership style comparative to transactional leadership style. The results also suggests that teachers who are working under the principals possessing either transformational or transactional leadership style tend to rate themselves as committed to organization. However, teachers’ working under transformational principal rate themselves as higher satisfied with job comparative to principals possessing transactional leadership style.

scholarly journals Leadership Style of Head Nurses against Job Satisfaction and Organizational Commitment of Staff Nurses

2021 ◽  
Vol 17 (1) ◽  
pp. 24-35
Author(s):  
Lili Amaliah ◽  
Iluminada Fajardo Castigador ◽  
Benjamin Yngente ◽  
Maria Linda Buhat ◽  
Theofile Salcedo ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Staff Nurses ◽  
Head Nurse ◽  
Transactional Leadership Style ◽  
The Government ◽  
Transformational Leadership Style

The leadership and motivation styleis an essential factor in supporting the performance of nurses. The study was undertaken to determine the correlation between the leadership style to the job satisfaction, and organizational commitment among the head nurses and staff nurses from the government and private hospitals in Serang, Banten, Indonesia. The study used descriptive corelational design. The samples were limited, involving 289 respondents from dr. Drajat Prawiranegara Hospital, Serang (18 head nurses and 183 staff nurses) and Sari Asih Hospital, Serang (6 head nurses and 82 staff nurses). The study found a low positive relationship of the head nurses' transformational leadership style and transactional leadership style against the staff nurses' job satisfaction, r-coefficients of 0.370 and 0.485, respectively. Also, a moderate positive correlation was found on transformational leadership style and transactional leadership style of the head nurses against the organizational commitment of the staff nurses, rcoefficient of 0.606 and 0.609, respectively. It suggested that the staff nurses should be more responsive to the duty inseparable from the rights and obligations as an employee while the head nurse needs to pay attention to physical readiness, mental and psychological of subordinates.

RELATIONSHIP A BETWEEN LEADERSHIP STYLE AND WORKING CONDITIONS WITH NURSES 'WORKING SATISFACTION IN INPATIENT ROOMS, BAHTERAMAS HOSPITAL

2021 ◽  
Vol 3 (1) ◽  
pp. 136-142
Author(s):  
Nur Ardiana ◽  
La Ode Saafi ◽  
Tasnim Tasnim
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Working Conditions ◽  
Quantitative Research ◽  
Strong Relationship ◽  
Simple Random Sampling ◽  
Cross Sectional ◽  
A Value ◽  
Inpatient Nursing ◽  
The Relationship

Background:From the preliminary study by the researcher with the inpatient nursing department through in-depth interviews, there were problems such as complaints from patients who were in pain, there were nurses who did not come immediately and provide nursing care. Through interviews with nurses, it was found that career development procedures had not been prepared in nursing management. In addition, there are nurses who are several times late more than the stipulated time. Then there are still complaints that the incentives received are still insufficient. Methods:This type of research uses quantitative research with a cross sectional design. The population was 257 all nurses in the inpatient room at Bahteramas Hospital, with a sample of 141 samples using simple random sampling. Results:Using the cramer coefficient, it is obtained a value of 0.732, this shows the strength of the relationship between leadership style in work and job satisfaction of nurses. And the cramer coefficient is obtained a value of 0.620, this shows the strength of the relationship between leadership style in work and job satisfaction of nurses in the inpatient room at Bahteramas Hospital in the strong relationship category. Conclusion:There is a relationship between leadership style and working conditions on the job satisfaction of nurses in the inpatient room of the Bahteramas Hospital.

Transactional leadership and success of international development projects (IDP): mediating effects of cooperative style to conflict resolution and team potency

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Seydou Sané ◽  
Pascaline Abo
Keyword(s):  
Conflict Resolution ◽  
International Development ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Development Projects ◽  
Content Type ◽  
Mediating Role ◽  
Team Potency ◽  
Transactional Leadership Style ◽  
The Relationship

Purpose This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment. Design/methodology/approach A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method. Findings The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter. Practical implications As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects. Originality/value The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.

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