scholarly journals Meneroka Pengaruh Komunikasi Kepemimpinan terhadap Kepuasan Kerja dalam kalangan Kakitangan di Institusi Pengajian Tinggi Swasta Malaysia

2021 ◽  
Vol 37 (2) ◽  
pp. 130-153
Author(s):  
S. Maartandan Suppiah ◽  
◽  
Xuang Ling Wong ◽  
Paul Gnanaselvam Pakirnathan ◽  
Mohd Khairie Ahmad ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Cultural Context ◽  
Qualitative Methodology ◽  
Higher Learning ◽  
Leadership Communication ◽  
Private Institution ◽  
Staff Members ◽  
Communication Practices ◽  
Multicultural Perspective

This exploratory study investigates the influence of leadership communication on staff members’ job satisfaction at a private institution of higher learning in Malaysia, in a multicultural setting. The turnover rate among academics in Malaysia is increasing extensively and leadership communication was identified as one of the factors that contribute to poor job satisfaction at the workplace. Good leadership communication is able to create trust and understanding that would inspire people towards the goals of the organization and improve job satisfaction of an organization’s staff members. Theoretically, transformational leadership theory discusses that a leader with effective leadership communication skills could contribute to a positive working culture or environment that motivates staff members to progress in their career. However, it was found that leadership communication between leaders and subordinates was not fully explored in a multicultural perspective. A qualitative methodology was utilized in order to gain insights into the influence of leadership communication on job satisfaction from selected academics’ perspectives. Data were collected through a series of intensive interviews with 22 informants. Based on the findings, three themes emerged; leadership communication practices, the expectation towards leadership communication, and staff members’ feedback towards leadership communication. The findings of this study contribute to a new dimension of leadership communication from a multi-cultural context, specifically from the context of academicians at higher learning institutes. Furthermore, it was discovered that leadership communication affected job satisfaction among academic staffs. A good leadership communication is able to create a positive environment for effective communication among staff members in the organization. Keywords: Superior-subordinate, leadership communication, organisation, transformational leadership communication, job satisfaction.

scholarly journals Leadership Communication Conception of Malaysian Hindus and its Relevancy to Mahathir’s Leadership

2019 ◽  
Vol 11 (1A) ◽  
pp. 94
Author(s):  
S Maartandan A/l Suppiah ◽  
Dr. Mohd. Khairie Ahmad ◽  
Assoc. Prof. Dr. Norhafezah Yusof
Keyword(s):  
Thematic Analysis ◽  
Exploratory Study ◽  
Cultural Context ◽  
Qualitative Methodology ◽  
Leadership Communication ◽  
Indian Culture ◽  
Indian Community

<p><em>Literatures proposed that culture does influence the success of leadership communication. Mahathir was criticised to be a leader who promotes the betterment of the majority community and marginalised the Indians. Despite of that, the Indians in Malaysia showed advancement in various sectors including politics, economy and social. Therefore, this exploratory study aims to bridge the gap by investigating the attributes that link between Mahathir’s leadership communication and Indian community. Qualitative methodology was utilized and data were collected through a series of intensive interviews with 15 informants consists of Indian political, non-governmental organisation and community representatives. Based on the thematic analysis, two main attributes that strongly link to Indian culture were identified: leadership communication conception (Sattva Guna) and characteristics of good leadership communication (Sattva characteristics). This study has contributed to enhance understanding of leadership communication from multi-cultural context, specifically about the Indian’s cultural conceptions.</em></p>

Graduates’ expectation gap: the role of employers and Higher Learning Institutes

2015 ◽  
Vol 7 (2) ◽  
pp. 372-384 ◽  
Author(s):  
Talat Islam ◽  
Ishfaq Ahmed ◽  
Zainab Khalifah ◽  
Misbah Sadiq ◽  
Muhammad Asim Faheem
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Work Environment ◽  
Higher Learning ◽  
Leadership Communication ◽  
Content Type ◽  
Expectation Gap ◽  
The Difference ◽  
Practical Implications

Purpose – The purpose of this paper is to examine the difference between fresh graduates’ expectations and actual experiences regarding work environment. Design/methodology/approach – A questionnaire-based survey was employed on 170 Malaysian fresh graduates. They were evaluated on the basis of their expectations and actual experiences which enabled the researcher to determine gaps. Findings – Using paired sample t-test it was found that there exist gaps regarding what fresh graduates expect and their actual experience regarding work environment. Leadership communication and decision making were found to be significantly related with job satisfaction whereas leadership was found to be related with organizational commitment. Research limitations/implications – The study used a selected sample from Malaysian graduates, the results might be different if samples are taken from a geographically different area. Practical implications – The study has implications for fresh graduates, employers and higher learning organization. Originality/value – Limited studies have examined fresh graduates regarding what they were expecting and actually experienced in the workplace. Moreover, the study also identifies how these gaps influence graduates’ job satisfaction and organizational commitment.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, KEPERCAYAAN KEPADA PEMIMPIN TERHADAP KETERIKATAN KERJA KARYAWAN PADA PT. BALI BIJAKSANA NUSA DUA – BALI

2019 ◽  
Vol 14 (4) ◽  
pp. 2455
Author(s):  
I Putu Dharmawan Pradhana ◽  
Putu Nova Kusuma Hendra
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Employee Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Simple Random Sampling ◽  
Multiple Linear Regression Analysis ◽  
Coefficient Of Determination ◽  
Positive Effects ◽  
Trust In Leaders

The purpose of this study was to determine the effect of transformational leadership, job satisfaction, trust in leaders on employee engagement at PT.Bali Bijaksana Nusa Dua – Bali. The number of samples in this study were 75 employees with a simple random sampling method. Data collection used questionnaire. The data analysis technique used is the classical assumption test, multiple linear regression analysis, t-test, F-test and test coefficient of determination. The results of the study show that there are positive and partial positive effects of transformational leadership, job satisfaction, and trust in leaders in increasing employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. The results showed that the transformational leadership regression coefficient (X1) was 0.268 with a value that meant that each increase in transformational leadership variables could increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Job satisfaction regression coefficient (X2) is equal to 0.303, which means that every increase in job satisfaction variables can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Regression coefficient value to leader (X3) is equal to 0.256, which means that every increase in the trust variable in the leader can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. As  the results of the determination coefficient of 0.657, its means that 65.7% can explain the model or influence of each variable on work engagement, while the rest (100% -65.7% = 34,3%) is explained by other reasons outside research model.

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 Leadership and Job Satisfaction in the Healthcare Sector: An Exploratory Study in Lebanon

2018 ◽  
Vol 11 (7) ◽  
pp. 46
Author(s):  
Said Hussein ◽  
Inaya Wahidi
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Healthcare Sector ◽  
Active Listening ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Administrative Employees ◽  
Leadership Components ◽  
The Relationship

More and more, healthcare institutions work to ameliorate the relation supervisor/supervised. In hospitals, transformational leadership proved to influence employee’s motivation and satisfaction (Spinelli, 2006, p.20) thus the hospital’s services. To our knowledge, there is no study conducted on the administrative employees in the healthcare sector in Lebanon that constitute our sample. There is only one study conducted on nurses by El-Jardali et al., (2008) in 69 hospitals in this country. Given this situation, we how can describe the relationship between transformational leadership and employee’s job satisfaction in hospitals? Data processing of a questionnaire administered to 455 employees of 28 over 125 hospitals in Lebanon shows that there is no significant relationship between the employee’s job satisfaction and these two transformational leadership components: leader’s idealized influence and intellectual stimulation. While we found a correlation between employee’s job satisfaction and two other components: inspirational motivation (Training; projects monitoring) and individualized consideration (Active listening to employee’s work issues).

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

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