Are Transformational Leaders a Double-Edged Sword? Impact of Transformational Leadership on Sport Employee Commitment and Job Satisfaction

2012 ◽  
Vol 7 (4) ◽  
pp. 661-676 ◽  
Author(s):  
Seungmo Kim ◽  
Marshall Magnusen ◽  
Damon Andrew ◽  
Jennifer Stoll
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Employee Commitment ◽  
Transformational Leaders ◽  
Athletic Department ◽  
Individual Level ◽  
Employee Job Satisfaction ◽  
Mediated Effects ◽  
The Relationship ◽  
Satisfaction Relationship

Few areas have received more frequent scholarly attention in the business literature than leadership. However, insufficient attention had been paid to the study of leadership in a sport context. Therefore, this study examined the direct effects of transformational leadership on sport employee job satisfaction and levels of commitment (to the athletic department and athletic director). Also examined were the mediated effects of both commitment foci on the relationship between transformational leadership and job satisfaction. Participants included 325 athletic department employees in a NCAA BCS football conference. Through CFA and SEM, the direct and mediated effects of transformational leadership on sport employee commitment and job satisfaction were explored. Limited support was found for a direct effect of transformational leadership on job satisfaction. However, the results indicated support for transformational leadership directly influencing organizational- and individual-level commitment. Commitment to the athletic department also mediated the transformational leadership-job satisfaction relationship.

An Investigation of Group Interaction Functioning Stimulated by Transformational Leadership on Employee Intrinsic and Extrinsic Job Satisfaction: An Extension of the Resource-Based Theory Perspective

2009 ◽  
Vol 37 (9) ◽  
pp. 1259-1277 ◽  
Author(s):  
Yi-Feng Yang
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Significant Influence ◽  
Goal Attainment ◽  
Group Interaction ◽  
Employee Job Satisfaction ◽  
New Findings ◽  
Interaction Behaviors ◽  
The Relationship ◽  
Resource Based Theory

Resource-based theory (RBT) has long been used to gain a perspective for understanding the relationship between human resource management and the attainment of effective organizational leadership. In this study, we investigate the effect of transformational leadership (TL) on employee intrinsic and extrinsic job satisfaction. In addition, we examine whether mediators in employee group interaction behaviors act as mediators in the TL process. Overall, we attained significant results which were consistent with the RBT predictions but we moved beyond previous RBT studies, offering new findings and insights. It was found that TL has a significant influence on both interaction behaviors and employee job satisfaction, interaction behaviors have a significant influence on satisfaction, and the interaction behaviors act as mediators to enhance the effect of TL on satisfaction. It is suggested that interaction behaviors should be incorporated with TL to increase employee satisfaction because interaction behaviors are highly dependent on TL to support the integration of information, resources, and technology in group goal attainment, which helps to increase satisfaction.

scholarly journals The Influence of Transformational Leadership on Employee Job Satisfaction with Organizational Commitment as Intervening Variable

2021 ◽  
Vol 11 (1) ◽  
pp. 250
Author(s):  
SITI MUNFAQIROH ◽  
HANIF MAULUDIN ◽  
ANGGI SUHENDAR
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Employee Performance ◽  
Study Data ◽  
Partial Least Square ◽  
Least Square ◽  
Transformational Leaders ◽  
Team Leaders ◽  
Employee Job Satisfaction

The purpose of this study was to determine the effect of transformational leadership on employee job satisfaction with employee organizational commitment as an intervening. The sample used in this study amounted to 50 employees of PT Andhika Lines. East Java. Indonesia. The data collection method used in this study was a questionnaire. In this study, data analysis used the Partial Least Square (PLS) approach using the Smart PLS software.The results showed that transformational leadership was not proven to have a significant effect on job satisfaction, but transformational leadership had a positive and significant effect on job satisfaction with organizational commitment as an intervening variable. Transformational leaders are believed to be able to bring better change and can improve employee performance. Transformational leadership, is a stage that changes people in a team, leaders who use this style motivate their followers to give and work more than they can or want, even beyond their ability.

scholarly journals The effect of transformation leadership on government employee job satisfaction during Covid-19

2021 ◽  
pp. 1231-1244 ◽  
Author(s):  
Ahmad Ali Almohtaseb ◽  
Mohammad Adnan Almahameed ◽  
Fayiz Emad Addin Sharari ◽  
Eyad Ahmad Dabbouri
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Crisis ◽  
Transformational Leaders ◽  
Health Crisis ◽  
Employee Job Satisfaction ◽  
Public Sector Organization ◽  
Strong Positive Relationship ◽  
Administrative Procedures ◽  
The Impact

The recent study aims to examine the impact of transformational leadership on government employees’ job satisfaction in Jordan. The researchers selected a sample of n= 52 Human Resource employees from public sector organization by using a convenient sampling method. Structural equational modeling also helped to validate the proposed relationship between study variables. Findings revealed a strong positive relationship between transformational leadership and job satisfaction among the HR employees. As found, despite Covid-19, transformational leaders help employees work effectively and increase employee’s job satisfaction and organizational commitment. By keeping in view, the results of the present investigation consider transformational leadership as highly capable tool for dealing with organizational crisis and management. The researchers therefore suggest further studies to illustrate the role of leadership in strategically following administrative procedures during major social and health crisis situations.

Relationship between Leadership Styles and Job Satisfaction in Tanzania Public Sector

2021 ◽  
Vol 3 (4) ◽  
pp. 78-86
Author(s):  
Eliza Mwakasangula ◽  
Kelvin M Mwita
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Mean Value ◽  
Employee Job Satisfaction ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
The Relationship

Tanzania public sector has been undergoing various reforms to improve public service delivery and employee satisfaction. The government has been trying to improve employee welfare and create conducive work environment for the public servants. Despite the efforts, job satisfaction levels of staff in the Tanzania public sector are generally low and unsatisfactory. The study examined the relationship between leadership styles and job satisfaction in Tanzania public sector. The study intended to achieve two specific objectives. The first objective was to examine the relationship between transformational leadership style and employee job satisfaction. The second objective was to examine the relationship between transactional leadership style and employee job satisfaction. The study used Morogoro Municipal Council as a case study from which data were collected by using a close ended questionnaire from 92 respondents. Descriptive and inferential statistics were employed. The study found that job satisfaction was average among the respondents with mean value of 3.04. Comparatively, transactional leadership mean value was higher (Mean=4.14) than that of transformational leadership (mean=3.28). Regression analysis showed that both transactional leadership style (β=0.585, p=0.000) and transformational leadership (β=0.032, p=0.001) were found to be significant predictors of job satisfaction. The results showed that transformational leadership style had a stronger relationship with job satisfaction than transformational leadership style.

scholarly journals Increasing Employee’s Job Satisfaction Through the Implementation of Transformational Leadership and Work Stress Level Management

2019 ◽  
Vol 4 (3) ◽  
pp. 209-217
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Romat Saragih
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Work Stress ◽  
Stress Level ◽  
Cultural Difference ◽  
Affective Commitment ◽  
Work Motivation ◽  
Jel Classification ◽  
Employee Job Satisfaction ◽  
The Relationship

Objective – The objective of this paper is to examine the relationship between transformational leadership, work stress and job satisfaction. Based on previous studies, we proposed that work stress will mediate the relationship between transformational leadership and employees’ job satisfaction. Methodology/Technique – Data was collected from 248 employees working in three organizations in Java Island, Indonesia. To test the hypotheses, we used regression analysis and a boostrapping approach with a Macro Process. Findings – The results of this study show that transformational leadership has a positive relationship with employee job satisfaction. However, transformational leadership does not have significant relationship with work stress. This therefore means that there is no mediation of work stress either. Novelty – This empirical study provides a first glance at the correlation between the variables. Future studies should consider using more participants from across Indonesia to properly reflect the cultural difference among other provinces. Type of Paper: Empirical. Keywords: Work Motivation; Job Satisfaction; Affective Commitment; Mediation; Human Resources. Reference to this paper should be made as follows: Luturlean, B. S; Prasetio, A.P; Saragih,R. 2019. Increasing Employee’s Job Satisfaction Through the Implementation of Transformational Leadership and Work Stress Level Management, J. Mgt. Mkt. Review, 4 (3) 209 – 217 https://doi.org/10.35609/jmmr.2019.4.3(6) JEL Classification: M10, M12, M19.

scholarly journals Does Person-Organization Fit Mediate the Relationship between Affect-Based Work Antecedents and Public Employee Job Satisfaction?

2019 ◽  
Vol 5 (2) ◽  
pp. 134
Author(s):  
Sungdae Lim ◽  
Keon-Hyung Lee ◽  
Kwi-Hee Bae
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Public Employee ◽  
Mediating Effect ◽  
Role Clarity ◽  
Employee Job Satisfaction ◽  
Person Organization Fit ◽  
The Relationship

In this study we investigate whether person-organization fit mediates the relationship between affect-based work antecedents—specifically, transformational leadership and role clarity—and public employee job satisfaction. We hypothesize that transformational leadership and role clarity, as joint affect-based work antecedents, will trigger the effect of value congruence on job satisfaction in public organizations. Using a viewpoint survey of South Korean government officials, we estimate structural equation models to test this hypothesis. Our findings indicate that person-organization fit does mediate the relationship between transformational leadership and job satisfaction. However, we also find that the mediating effect of person-organization fit on the relationship between role clarity and job satisfaction is not significant. This study contributes to our understanding of how affect-based work experiences can influence the person-organization fit and job satisfaction relationship. Implications are discussed accordingly.

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

scholarly journals Exploring the relationship between corporate social responsibility actions and employee retention: A human resource management perspective

2021 ◽  
pp. 1-13
Author(s):  
Hajar Boutmaghzoute ◽  
Karim Moustaghfir
Keyword(s):  
Job Satisfaction ◽  
Organizational Identification ◽  
Employee Retention ◽  
Employee Commitment ◽  
Theoretical Framework ◽  
Theoretical Research ◽  
Future Research ◽  
Behavioral Factors ◽  
The Relationship

BACKGROUND: This study builds on the little guidance in the existing literature to analyze the relationship between employee-oriented CSR actions and employee retention in a business context, while using Freeman stakeholders’ model as a theoretical research framework. This research also aims to shed light on significant behavioral factors facilitating the relationship between CSR endeavors and turnover rate. OBJECTIVE: This paper builds on the existing research gap in the literature and suggests that behavioral factors, including job satisfaction, organizational identification, and motivation facilitate the relationship between employee-oriented CSR actions and employee retention, which contributes to laying the foundations of a theoretical framework that has the potential to advance both theoretical and practitioner debates and disentangle the complexity of such a relationship, while offering strategically-focused development venues in CSR and HRM fields. METHODS: This research uses a single case study design to ensure an in-depth and detailed analysis of the phenomenon under scrutiny, while relying on a triangulation methodology for data collection, including a questionnaire used as exploratory approach, interviews to generate explanatory data, and archival data to bring confirmatory insights. Data analysis followed the procedures of a deductive approach. RESULTS: The research results show a positive relationship between employee-oriented CSR actions and employee retention, while demonstrating the facilitating role of job satisfaction, organizational identification, and motivation in moderating such a relationship. The findings also stress the importance of framing CSR interventions within the organization’s strategy and goals, while ensuring employee participation in such decision making processes to maximize the effect of CSR interventions on employee commitment and reduce turnover. CONCLUSIONS: This research has the potential to better clarify the nature of the relationship involving CSR interventions, from an employee perspective, retention, and turnover, while laying the foundations of a theoretical framework linking such constructs and other behavioral factors that underpin and support such a relationship. Building on the study’s findings and assumptions, future research is needed to gain a more comprehensive understanding of how HR-related CSR actions affect behavioral performance dimensions, resulting in employee commitment and retention. Future research should also consider multiple case study, multicultural, and ethnographic approaches for the sake of generalizability and theory building.

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