scholarly journals Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia

2021 ◽  
Vol 17 (2) ◽  
pp. 61
Author(s):  
Norhaily Abdul Halim ◽  
Aminuddin Hassan ◽  
Ramli Basri ◽  
Aminuddin Yusof ◽  
Seyedali Ahrari
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Tertiary Education ◽  
Three Dimensions ◽  
Multiple Model ◽  
Organisational Commitment ◽  
Passive Avoidant ◽  
Future School

Abstract: To better understand the organisational commitment of teachers, the current study examined job satisfaction as a mediator between organisational commitment and the three dimensions of leadership, namely transformational, transactional and passive-avoidant. The study involved 381 school teachers in Malaysia, and the multiple-model analysis used showed partial mediation on the negative association of passive-avoidant leadership style with teachers’ commitment to their organisation. The study found a relationship between transformational leadership and organisational commitment through job satisfaction. As expected, job satisfaction also fully mediated between transactional leadership and organisational commitment among teachers, and that teachers who are highly satisfied with their jobs attributed their commitment towards their school to transactional leadership. This study extends the knowledge on the effects of teachers’ leadership styles on their organisational commitments through a mediating factor. Higher education can play an important role in changing pre-service teachers' and future school principals’ mindsets to exhibit transformational and transactional leadership competencies. Therefore, leadership development and training of future school administrators during their tertiary education are important in order to enhance teachers' job satisfaction and commitment.  Keywords: Teachers, Job satisfaction, Leadership styles, Organizational commitment, Malaysia

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 The Effect of Leadership Style on Employee Job Satisfaction

2019 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Muhammad Ahsanullah Khan ◽  
Usman Waraich
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Positive Result ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Employee Job Satisfaction ◽  
Transformational Leadership Style ◽  
Positive Effect

This paper aims to determine the effect of leadership styles on employee job satisfaction. The survey was conducted by administering questionnaires to 400 respondents from different organizations within Pakistan. Transformational leadership style was seen to have a positive effect on various facets of employee job satisfaction. Transactional leadership also turns out to be perceived as having a positive effect on different facets of employee job satisfaction, and so does empowering managerial leadership. It was found that leaders and managers combine the various leadership styles identified in the research paper in proportions that produce a positive result when administering their leadership duties. The proportions at which these leadership styles are combined depend upon the nature of the situation they encounter in the workplace.

scholarly journals EFFECTS OF PERCEIVED LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT ON JOB SATISFACTION AMONG NON-TEACHING EMPLOYEES OF FEDERAL UNIVERSITIES IN SOUTH-EAST NIGERIA

2021 ◽  
pp. 1-18
Author(s):  
Onyibor Nweke ◽  
◽  
P.V.C. Okoye ◽  
Adannia Dike-Aghanya ◽  
◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Satisfaction Questionnaire ◽  
Perceived Leadership ◽  
Transactional Leadership Style ◽  
Age Range ◽  
Correlation Design

The study examined effects of perceived leadership style and organizational commitment on job satisfaction among non-teaching employees of federal universities in South-East Nigeria. Participants in the study were eight hundred and eighty-four non-teaching employees who were randomly selected from three federal universities in South-East Nigeria. The participants were made up of 323 (36.5%) males and 561 (63.5%) females with age range 22 years to 60 years, mean 35.04 years and standard deviation 9.96. The study deployed three instruments: Multi factor leadership questionnaire (MLQ-5X) developed by Avolio & Bass (1990), Minesota Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England & Lofquist (1967), and Organizational Commitment Scale (OCS) developed by Mowday, Porter & Steers (1979). The study adopted correlation design and data analysis was done using multiple regression analysis Enter method. Hypothesis one result showed that dimension of perceived leadership style (transactional) predicted job satisfaction at B = 1.18**, P< .001, while hypothesis two result showed that organizational commitment significantly and positively predicted job satisfaction at B = .53**, P< .001. Hence, perceived leadership styles and organizational commitment are significant and positive predictors of job satisfaction among non-teaching employees of federal universities in south-east Nigeria. It was recommended that management within federal universities in south-east should adopt transactional leadership style.

scholarly journals Leadership styles and job satisfaction of nursing staff in a peripheral general hospital in Greece: a survey

2021 ◽  
Vol 7 (3) ◽  
pp. 109
Author(s):  
Stiliani Moumouri ◽  
Georgios Intas ◽  
Pavlos Sarafis ◽  
Athanasios Nikoletzos ◽  
Ioannis Triantafilloudis ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
General Hospital ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Working Conditions ◽  
Nursing Staff ◽  
Average Value ◽  
Transformational And Transactional Leadership ◽  
Response Rate Data

Background: Over time, the working conditions in hospitals are becoming more and more demanding and the nursing staff is every day called to cope with them. In this context, the effective administration by the leading executives of the Nursing Directorate plays an important role in both guiding and motivating the staff to achieve the goals as well as to improve job satisfaction in general. The aim of the present study was to explore the prevailing leadership style applied in a General Hospital, from the perspective of the nursing staff, as well as the level of job satisfaction of the nurses who serve in the organisation.Method and Material: In the period January 2020-February 2020, a survey was conducted at the General Hospital of Corfu using a questionnaire (Multifactor Leadership Questionnaire and Job Satisfaction Survey) in a random sample of 180 nurses from which 138 fully completed the questionnaire (76% response rate). Data analysis was performed by using the statistical package SPSS ver. 21.0.Results: The average value of the Transformational and Transactional leadership styles is 3.4 while that of the Passive leadership is significantly lower (2.3 average value). Moreover, the nursing staff expressed a high level of satisfaction with the supervision and the chief nurse, with its relations with the colleagues and with the nature of the work, while its dissatisfaction was mainly expressed when it comes to "Working Conditions", "Promotion", "Privileges-Benefits" and "Salary". The Transformational and Transactional leadership styles were positively related to satisfaction with the promotion (r = 0.22), with the supervision by the chief nurse (r = 0.63 and r = 0, 40 respectively) and with the nature of the work (r = 0.25 and r = 0.18 respectively). Transformational style was also positively related to the potential rewards (r = 0.18) and the relationship with colleagues (r = 0.22). Finally, the Passive leadership style was positively related to the satisfaction with the salary (r = 0.32), with the promotion (r = 0.27) and with the privileges-benefits (r = 0.41).Conclusions: The nursing staff considered that the current leadership style involves a combination of elements of the Transformational and Transactional leadership styles. As for the job satisfaction of the staff, it ranged at moderate levels. There is an urgent need for further research related to job satisfaction which can be boosted by the implementation of incentive policies and training programmes for the nurse administrators in the new forms of administration by the Nursing Directorate.

scholarly journals Emotional Intelligence, Leadership Styles Communication Patterns, and Job Satisfaction of College Principals

2015 ◽  
Vol 32 (2) ◽  
Author(s):  
Afsheen Masood
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Experience ◽  
Sampling Procedure ◽  
Communication Patterns ◽  
Quality Of Work Life ◽  
Cross Sectional ◽  
Passive Avoidant

The quantitative method was adopted in order to measure the relationship among emotional intelligence, leadership styles, communication patterns and job satisfaction of college principals. Through cross sectional research design and by adopting convenient sampling procedure, the research participants (268) of age range between 40 - 65 years were accessed from different colleges of Lahore. The indigenous demographic questionnaire in addition to Multifactor Leadership Questionnaire (MLQ), by Bass and Avolio (2000), Job Satisfaction Survey (JSS), by Spector (1994), Emotional intelligence questionnaire (EI) by Goleman (1995) and Communication Pattern Questionnaire by Christensen and Heavey (1990) was used. The findings revealed that emotional intelligence, emotional management, motivating oneself, empathy and managing others’ emotions were negatively related with passive avoidant leadership and positively correlated with communication patterns and job satisfaction. Also, self-awareness and both transformational and transactional leadership style were found to have a significant positive relationship with communication patterns and job satisfaction. Passive-avoidant leadership style was negatively correlated with communication patterns and job satisfaction. Furthermore, communication patterns were positively correlated with job satisfaction. The years of work experience, education, leadership style, communication patterns and age were found to be successful predictors of job satisfaction of college principals in Lahore. The findings carry strong implication for policy makers and for higher management in order to improve the quality of work life for college principals.

scholarly journals PENGARUH PARTISIPASI ANGGARAN TERHADAP KINERJA DAN KEPUASAN KERJA DENGAN GAYA KEPEMIMPINAN TRANSAKSIONAL DAN TRANSFORMASIONAL SEBAGAI VARIABEL PEMODERASIANNYA (Studi pada SKPD Provinsi Yogyakarta)

2015 ◽  
Vol 3 (2) ◽  
pp. 30
Author(s):  
Husni Mubarak
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Job Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Provincial Government ◽  
Moderating Variables ◽  
Budgetary Participation

Abstract: This research investigated the model of budgetary participation to leadership styles. This model which is more focused in examination of previous research on job performance and job satisfaction with transactional and transformational variables as moderating variables is based on research by Adler   and   Reid   (2008).   SEM   techniques   used   to   collect   data   from questionnaires in the SKPD of the Yogyakarta Provincial Government, Indonesia. This research finds to explain that the behavior of executing the budget on transactional variables has a interaction which (between leader and follower) is a synergy making job relationship. The transformational variables in this research find the interaction which leader and follower are not in line in the job process and the results indicated the possibility of worsening on the job. This research purposed to meet that it is can contribute positively to the concept and build harmony between behavior, budget participation, and leadership style in budget participation. Keyword: transactional leadership, transformational leadership, budget participation, job performance and job satisfaction.

scholarly journals Influence Of Supportive And Directive Leadership Styles On Employee Job Satisfaction In Commercial Banks In Kenya

2019 ◽  
Vol 2 (3) ◽  
Author(s):  
DAVIDSON MGHANGA MWAISAKA
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Commercial Banks ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Supportive Leadership ◽  
Employee Job Satisfaction

The purpose of the study was to investigate the influence of supportive and directive leadership style on employee job satisfaction in commercial banks in Kenya. The study adopted positivism research philosophy to guide the study and limited itself to descriptive correlational research design to analyze and provide responses to the research questions. The research design was preferred because it allows description and comparison of characteristics of populations based on data collected from samples through questionnaires. The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. Using stratified sampling technique, the study drew a sample size of 386 employees reporting to middle level managers. Data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics, which included factor analysis, correlational analysis, chi-square, one-way analysis of variance (ANOVA), and regression analysis using Statistical Package for Social Sciences (SPSS) version 20 and Windows’ Microsoft excel programs.From the findings of multiple linear regression analysis, it was established that directive leadership style had a positive and significant relationship with employee job satisfaction, R2 = .228, F(1, 362) = 53.396, p < .05; β = .454, p < .05. The results from multiple linear regression analysis also showed that supportive leadership style positively and significantly predicted employee job satisfaction, R2 = .603, F(1, 366) = 278.269, p < .05; β = .716, p < .05. In addition, the study tested the moderating influence of environmental contingency factors and was confirmed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction, R2=0.090, F(5,364) = 35.04, p < .05; β= 0.229, p<.05.The study makes a contribution to the literature of the influence of directive and supportive leadership styles from Kenyan commercial banks’ perspective and adds an impetus to employees, management and policymakers to address issues that are impeding employee job satisfaction. The future researchers should include all bank employees in their study to determine the influence of directive leadership style and supportive leadership style on employee job satisfaction.

scholarly journals Leadership Styles of Principals Based on Setting, Zone, and Location of Public Colleges of Education in Ghana

2021 ◽  
Vol 4 (2) ◽  
Author(s):  
Kweku Esia-Donkoh ◽  
◽  
David Kwame Quansah ◽  
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Survey Design ◽  
Tertiary Education ◽  
Sampling Technique ◽  
Public Colleges ◽  
National Council ◽  
Colleges Of Education ◽  
Cross Sectional Survey ◽  
Cross Sectional

This study investigated the leadership styles of principals in public Colleges of Education (CoEs) in Ghana based on the setting, zone and location of the colleges. The quantitative method of the cross-sectional survey design was adopted for the study. The census sampling technique was employed to obtain 38 principals for the study. The Multifactor Leadership Questionnaire (MLQ) by Bass and Avolio (2004) was adapted to collect data from the principals. Means, standard deviation, t-test and ANOVA were utilised in analysing the data. The descriptive analysis established that generally, principals of public CoEs in Ghana mostly used transformational leadership style as compared to transactional and laissez-faire leadership styles. The inferential analyses also revealed that there were no statistically significant differences in the leadership styles of the principals based on setting, zone and location of the colleges. Among the recommendations is that the Ghana Tertiary Education Commission (GTEC), formerly known as the National Council for Teacher Education (NCTE), should consider competence when selecting and appointing principals and not the setting, zone and location of public CoEs because generally, these variables did not statistically significantly determine the leadership styles adopted by the principals.

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

scholarly journals Leadership Style and Gender: A Study of Spanish Cooperatives

2020 ◽  
Vol 12 (12) ◽  
pp. 5107
Author(s):  
Inocencia María Martinez-Leon ◽  
Isabel Olmedo-Cifuentes ◽  
MCarmen Martínez-Victoria ◽  
Narciso Arcas-Lario
Keyword(s):  
Sustainable Development ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Positions ◽  
Cooperative Firms ◽  
Transformational And Transactional Leadership ◽  
Development Goals ◽  
And Gender ◽  
Female President

The growing global need for social cohesion and sustainable development gives visibility to cooperatives because their principles help to achieve these objectives and the adoption of Sustainable Development Goals (SDGs). Among them, gender equality policies are in the forefront. This paper explains how cooperatives contribute to women’s professional opportunities and to balancing the presence of women in management positions. It analyzes the predominant leadership styles and gender differences in cooperatives with a sample of 114 cooperative firms. The results show that: (a) Both transformational and transactional leadership styles are widely used; (b) no significant differences in leadership styles between men and women exist; and (c) the composition of management teams results in significant leadership style differences. The transformational style is less often used in mixed teams with a male majority and a woman president, and most often used in homogeneous teams (made up of only men or only women). Transactional leadership is more frequently implemented in teams made up only of women than in mixed masculine teams with a female president. These findings identify women’s leadership styles in cooperatives, pointing out their difficulties and introducing innovative proposals for contributing to their success and the achievement of SDGs in cooperatives.

Sign in / Sign up

Export Citation Format

Share Document