scholarly journals Commitment to Organizations Viewed from Transformational Leadership and Work Satisfaction

2018 ◽  
Vol 2 (1) ◽  
pp. 36-39
Author(s):  
Yasnimar Ilyas
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Correlation Coefficient ◽  
High School Teachers ◽  
Junior High School ◽  
Positive Relationship ◽  
Coefficient Of Determination ◽  
Significant Positive Relationship ◽  
Junior High School Teachers ◽  
The Relationship

This study aims to determine the relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization. The sample chosen was 240 teachers, with the criteria of Private Junior High School Teachers in Bogor Regency. This study uses a Mixed Method Sequential Explanatory. The results of this study conclude that: a. There is a very significant positive relationship between Transformational Leadership and Commitment to the Organization as indicated by the correlation coefficient (ry1) = 0.505 and the coefficient of determination worth (ry1)2 = 0.255 which means Transformational Leadership contributes to 25.5% commitment to the organization. b. There is a very significant positive relationship between Job Satisfaction and Commitment to the Organization as indicated by the correlation coefficient (ry2) = 0.618 and the determination coefficient of (ry2)2 = 0.381 which means Job Satisfaction contributes to the Commitment to the Organization of 38.1%. c. There is a very significant positive relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization as indicated by the correlation coefficient (ry12) = 0.622 and the coefficient of determination (ry12)2 = 0.387 which means Transformational Leadership and Job Satisfaction contribute to the Commitment to the Organization as big as 38.7%.

scholarly journals Transformational Leadership, Job Satisfaction and Organizational Commitment

2021 ◽  
Vol 58 (1) ◽  
pp. 5254-5259
Author(s):  
Haji Mustaqim, Sabri, Sumardin
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Positive Relationship ◽  
Research Data ◽  
Coefficient Of Determination ◽  
Research Subjects ◽  
Significant Positive Relationship ◽  
The Relationship ◽  
Effective Contribution

This study aims to examine the relationship between transformational leadership and job satisfaction with organizational commitment. The research subjects were 30 employees of the faculty of economics. The research data were obtained using a scale of organizational commitment, a scale of transformational leadership, and a scale of job satisfaction. Based on the results of data analysis with multiple regression, it is known that the value of F regression = 24.063 with p = 0.000 (p <0.001) which indicates that there is a very significant positive relationship between transformational leadership and job satisfaction with organizational commitment. Thus, the hypothesis "There is a relationship between transformational leadership and job satisfaction with organizational commitment" is accepted. The coefficient of determination (R square) is 0.641 which means the effective contribution of both predictors of transformational leadership and job satisfaction to the organizational commitment criterion is 64.1% while the remaining 35.9% is influenced by other variables that are not included in this research.

scholarly journals IMPROVEMENT OF TEACHER’S ORGANIZATIONAL CITIZENSHIP BEHAVIOR THROUGH TRANSFORMATIONAL LEADERSHIP DEVELOPMENT AND INTERPERSONAL COMMUNICATIONS

2019 ◽  
Vol 3 (2) ◽  
pp. 76-80
Author(s):  
Nunung Nuryani ◽  
Nandang Hidayat ◽  
Henny Suharyati
Keyword(s):  
Transformational Leadership ◽  
Linear Regression ◽  
Correlation Coefficient ◽  
Interpersonal Communication ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Relationship ◽  
Coefficient Of Determination ◽  
Citizenship Behavior ◽  
Significant Positive Relationship

The purpose of this study is to show Teacher’s Organizational Citizenship Behavior (OCB) that can be improved by examining variables such as Transformational Leadership and Interpersonal Communication. This study uses a survey method with a correlational approach. The number of samples used was 104 people by using proportional random sampling technique. Based on the results of the study it is concluded that: (1) there is a very significant positive relationship between the Principal Transformational Leadership and Organizational Citizenship Behavior of teachers with a simple linear regression equation Ŷ = 99.53 + 0.32 X1 and the correlation coefficient value ry.1 = 0.417. The coefficient of determination r2y.1 = 0.174 means that the Transformational Leadership (X1) contributes to the teacher's Organizational Citizenship Behavior by 17.40%, (2) there is a very significant positive relationship between Interpersonal Communication with Organizational Citizenship Behavior teachers with simple linear regression equations Ŷ = 100.44 + 0.29 X2 and the correlation coefficient ry.2 = 0.349, and the coefficient of determination r2y.2 = 0.116 which means that the contribution of Interpersonal Communication (X2) to the Organizational Citizenship Behavior of the teacher is 19.60%,  (3) there is a very significant positive relationship between Transformational Leadership and Interpersonal Communication together with the Organizational Citizenship Behavior of teachers with the multiple linear regression equation Ŷ = 77.25 +0.27 X1 +0.21 X2 and the correlation coefficient value ry.12 = 0.152. The coefficient of determination r2y.12 = 0.390 means that the Principal Transformational Leadership (X1) and Interpersonal Communication (X2) together contribute to the Organizational Citizenship Behavior of teachers (Y) by 15.20%.

scholarly journals The Job Stress-Job Burnout Relationship among Junior High School Teachers: Ambition as a Moderator

2017 ◽  
Vol 9 (4) ◽  
pp. 118
Author(s):  
Shueh-Chin Ting ◽  
Chun-Yin Tung
Keyword(s):  
Role Conflict ◽  
High School Teachers ◽  
Junior High School ◽  
Positive Relationship ◽  
Time Pressure ◽  
Job Burnout ◽  
School Teachers ◽  
Junior High School Teachers ◽  
Student Misbehavior ◽  
The Relationship

Teaching is one of the most stressful occupations. Research on teacher stress has largely focused on student misbehavior, workload, time pressure, and role conflict and ambiguity. This study explores human-related stressors, and finds five key sources: administrators, colleagues, students, students’ parents, and the society. This study then examines the relationship between stress from the five stressors and job burnout. Ambition is adopted in this study as a moderator to test whether the positive relationship between stress and job burnout is weaker when teachers have high ambition. Results show that teachers who experience higher levels of stress from administrators, students, and students’ parents have higher levels of job burnout. However, teachers who experience higher levels of stress from colleagues and the society do not have higher levels of job burnout. The positive relationship between stress from students and job burnout is weaker when teachers have high ambition.

scholarly journals IMPROVEMENT OF TEACHER WORK PRODUCTIVITY THROUGH STRENGTHENING COMMITMENT TO PROFESSIONALISM AND SUPERVISION OF SCHOOL PRINCIPALS USING CORRELATIONAL STATISTICAL ANALYSIS AND SITOREM METHODS

2020 ◽  
Vol 4 (1) ◽  
pp. 41-46
Author(s):  
Eka Suhardi ◽  
Atep Yulia Nugraha ◽  
Soewarto Hardhienata
Keyword(s):  
Correlation Coefficient ◽  
High School Teachers ◽  
Junior High School ◽  
Positive Relationship ◽  
School Principals ◽  
Work Productivity ◽  
School Teachers ◽  
Junior High School Teachers ◽  
Teacher Work

Teacher work productivity can affect the progress of the quality of learning in schools. From the initial survey, it is seen that the work productivity of teachers, especially private junior high school teachers, has not been as expected, meaning "das sein" has not been like "das sollen". Therefore, the teacher's work productivity is interesting to be studied. The research aims to find an effort to increase teacher work productivity by examining the relationship between other variables with teacher work productivity. The other variables are commitment to the profession and supervision of the principal. This research was conducted using the correlational statistical method to find out whether commitment to the profession and supervision of the principal has a positive relationship with teacher work productivity. Based on these results, an analysis was then performed using the Sitorem Method to establish recommendations and find a priority order for improvement of the indicators of the research variables needed. The study was conducted on private junior high school teachers in Klapanunggal District, Bogor Regency with a population of 134 teachers, with a proportional random sample of 100 teachers. The results showed that there was a positive relationship between commitment to the profession with teacher work productivity with a correlation coefficient of 0.512, there was a positive relationship between the supervision of principals with teacher work productivity with a correlation coefficient of 0.464, and there was a positive relationship between commitment to the profession and supervision of principals as together with teacher work productivity with a correlation coefficient of 0.676. This shows that teacher work productivity can be increased through strengthening commitment to the profession and supervision of the principal. The results of Sitorem's analysis show that strengthening commitment to the profession and supervision of school principals can be done by improving indicators that are still weak and maintaining good indicators. Indicators that are still weak and require improvement in the order of priority handling are as follows: 1. Professional development efforts, 2. Services to students, 3. Guidelines for student success, 4. Responsibility, 5. Love of the profession, 6. Provision of feedback from results supervision, 7. follow up supervision, 8. Continuity of supervision, 9. Provision of assistance and guidance, 10. Interaction in supervision, 11. Speed of completing work, 12. Personal development, 13. Positive contribution to the environment, 14. Targets to be achieved , and 15. Relationships with fellow teachers. Whereas the 3 indicators that are in good condition and remain to be maintained are: 1. Obedience to the rules, 2. Quality of work, and 3. Compliance with work

scholarly journals Kepemimpinan Transformasional, Kepuasan Kerja dan Komitmen Organisasi

2015 ◽  
Vol 4 (03) ◽  
Author(s):  
Susilo Susiawan ◽  
Abdul Muhid
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Multiple Regression ◽  
Positive Relationship ◽  
Satisfaction Scale ◽  
Significant Positive Relationship ◽  
The Relationship

This study aims to examine the relationship between transformationalleadership and job satisfaction and organizational commitment. Subjects wereemployees of the production division of PT. Barata Indonesia (Persero) Gresiktotaling 30 people. Data were obtained using a scale of organizational commitment,scale transformational leadership and job satisfaction scale. Based on the analysis ofdata by multiple regression unknown regression F value = 24.063, p = 0.000 (p<0.001), which indicates that there is a very significant positive relationship betweentransformational leadership and job satisfaction and organizational commitment.Thus, the hypothesis "There is a relationship between transformational leadershipand job satisfaction and organizational commitment" is acceptable. The coefficient ofdetermination (R square) amounted to 0,641, which means the effective contributionof the two predictors of transformational leadership and job satisfaction onorganizational commitment criterion amounted to 64.1%. While the remaining 35.9%influenced by other variables not included in this studyKeywords : transformational leadership, job satisfaction, organizational commitment

scholarly journals EMPOWERMENT VISIONARY LEADERSHIP AND JOB SATISFACTION TO IMPROVE TEACHER CREATIVITY

2019 ◽  
Vol 3 (2) ◽  
pp. 90-94
Author(s):  
Peni Apriyani ◽  
Entis Sutisna ◽  
Henny Suharyati
Keyword(s):  
Job Satisfaction ◽  
Linear Regression ◽  
Correlation Coefficient ◽  
Positive Relationship ◽  
Visionary Leadership ◽  
Coefficient Of Determination ◽  
Linear Regression Equation ◽  
Simple Linear Regression ◽  
Significant Positive Relationship ◽  
Teacher Creativity

This study examines the improvement of teacher creativity which is driven by the visionary leadership strength of the principal and teacher job satisfaction. The survey method with the correlational approach was used in this study to describe the strong relationship between teacher creativity as the dependent variable with the visionary leadership of the principal and teacher satisfaction as an independent variable. The population in this study were all permanent teachers of foundation  Private Vocational High Schools in Parungkuda Sukabumi District. Samples were taken using a proportional random sampling technique totaling 96 teachers. The data analysis technique of the research results consisted of the first, statistical description and the second by using inferential statistics to test the hypothesis. The results showed that: (1) there was a very significant positive relationship between Principal Visionary Leadership and Teacher Creativity with a simple linear regression equation Ŷ = 89.33 + 0.32 X1 and the correlation coefficient value ry.1 = 0.217. The coefficient of determination r2y.1 = 0.217 means that the Visionary Leadership of the Principal (X1) contributes to the teacher's creativity by 16.50%; (2) there is a very significant positive relationship between Job Satisfaction with teacher creativity with a simple linear regression equation Ŷ = 88.48 + 0.31 X2 and the correlation coefficient ry.2 = 0.319, and the coefficient of determination r2y.2 = 0.122 which means that the contribution of Job Satisfaction (X2) to the creativity of teachers is 20.46%. (3) there is a very significant positive relationship between Principal Visionary Leadership and Job Satisfaction together with teacher creativity with multiple linear regression equations 88 = 77.25 + 0.21 X1 + 0.12 X2 and the value of the correlation coefficient ry. 12 = 0.165. The coefficient of determination r2y.12 = 0.390 means that the Visionary Leadership of the Principal (X1) and Job Satisfaction (X2) jointly contribute to the teacher's Creativity (Y) of 21.70%.

scholarly journals Stress in the Workplace, Depression, and Academic Workloads of Public School Teachers

2021 ◽  
Vol 2 (5) ◽  
pp. 417-423
Author(s):  
Noel L. Dominado ◽  
Lilia G. Valdez
Keyword(s):  
Public School ◽  
Educational Attainment ◽  
High School Teachers ◽  
Junior High School ◽  
Coping Mechanism ◽  
Public School Teachers ◽  
School Teachers ◽  
Junior High School Teachers ◽  
And Coping ◽  
The Relationship

Stress and depression are unavoidable in the workplace and have turn out to be a perennial have fascinated many researcher in modern eras. The current study aims to findings the relationship between demographic profile, stress, and depression in the workplace. A descriptive sequential explanatory research design was used. A questionnaire was adopted from the American Institute of stress (2011) and Depression organization New Zealand (n.d.), the open-ended question on academic workloads, and coping mechanism as the whole main instruments used to gather the data for the current study. A total of 100 public school teachers were randomly selected from 7 clusters in the Division of Pampanga – Philippines. The result showed that the majority of the respondents were between the ages 32-37 years old, 53% of them were male, 84% were junior high school teachers, and 26% had been serving four to seven years, the stress grand mean 2.13 which means they were disagreeing, a total score of 63% of the respondents was moderately well,  the depression grand mean was  1.76 with a descriptive rating of several days, a total score of 57.6%  of the respondents moderately well, but things may get worse. It is also revealed that there is no significant as to sex, depression, stress, teaching level, and educational attainment. While the age, depression, sex, stress, teaching level, depression, educational attainment, years in service to stress, depression stating that there is a highly significant.

Transformation leadership and creativity

2019 ◽  
Vol 48 (5) ◽  
pp. 1082-1099 ◽  
Author(s):  
Jaithen Abdullah Al Harbi ◽  
Saud Alarifi ◽  
Aissa Mosbah
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Relationship ◽  
Organizational Innovation ◽  
Sampling Technique ◽  
Organizational Level ◽  
Content Type ◽  
Significant Positive Relationship ◽  
Individual Level ◽  
The Relationship

Purpose The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level. Design/methodology/approach A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique. Findings The results showed that transformational leadership has a significant positive relationship with both followers’ creativity and organizational innovation. Furthermore, a significant positive relationship was found between followers’ creativity and organizational innovation. In addition, the relationship between transformational leadership and followers’ creativity, through the mediating role of employees’ psychological empowerment, support for innovation, workplace relationships and employee learning, was also found to be both positive and significant. However, the data showed that intrinsic motivation does not significantly affect the relationship between transformational leadership and creativity. Practical implications The study provides guidance to organizations that need to change their leadership style and approach, as well as their innovation and creativity mechanisms, at a strategic level. The resulting guidance provides organizations with insight into how they can improve the creativity of their employees through motivating, supporting and inspiring them. Originality/value This study is an attempt to illustrate the extent to which transformational leadership can affect organizational innovation in Saudi Arabia, specifically in the public sector, and to explore how employees’ creativity can be improved. This research is beneficial for academics, organizations and policy makers, especially in the Gulf countries.

scholarly journals School Organizational Climate and Job Satisfaction of MSU Junior High School Teachers

2019 ◽  
pp. 92-99
Author(s):  
Anabelie V. Valdez ◽  
Analyn P. Guro ◽  
Norhana H. Cana ◽  
Lawan M. Lawi
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Junior High School ◽  
Junior High ◽  
Teaching Experience ◽  
Organizational Leaders ◽  
Junior High School Teachers ◽  
Correlational Design ◽  
Relationship Of ◽  
The Relationship

This study examines the relationship of the teachers’ profile, to the school organizational climate and job satisfaction of the teachers. Using descriptive correlational design, the investigation was participated by 30 junior high schools that were purposively selected through convenient sampling. The results of the statistical analysis revealed that teacher profile such as age, marital status, educational attainment and teaching experience are having positive and significant relation to organizational climate and job satisfaction. Likewise, organizational climate and job satisfaction are also significantly correlated and have directly proportional relationships. As such, organizational leaders, employees/teachers profile has significant bearing in promoting favorable organizational climate while organizational climate has significant contributions in promoting the job satisfaction of the workers.

scholarly journals PENINGKATAN KEPUASAN KERJA GURU DENGAN CARA PENGUATAN KEPEMIMPINAN TRANSFORMASIONAL DAN BUDAYA ORGANISASI

2020 ◽  
Vol 8 (2) ◽  
pp. 99-104
Author(s):  
Siti Julaeha ◽  
M Entang ◽  
Herfina .
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Culture ◽  
Correlation Coefficient ◽  
Significant Relationship ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Teacher Job Satisfaction ◽  
Coefficient Of Determination ◽  
Significance Levels

IMPROVING TEACHER JOB SATISFACTION BY STRENGTHENING TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTUREThis study is intended to empirically determining teacher job satisfaction by strengthening transformational leadership and organizational culture of honorary teachers of private vocational schools at Cibungbulang District. The number of research sample was 158 teachers taken using proportional random sampling techniques. The utilizing method was the correlational method. Hypothesis testing was carried out using parametric statistical analysis in the form of simple and multiple linear regression analysis, simple and multiple correlation analysis with significance levels α = 0.01 and α = 0.05. This research resulted in four conclusions. Firstly, there was a positive and significant relationship between transformational leadership and teacher job satisfaction where the correlation coefficient ry1 = 0.588, the coefficient of determination Ry12 = 0.3461.  Secondly, there was a positive and significant relationship between organizational culture and teacher job satisfaction where the correlation coefficient ry2 = 0.626, the coefficient of determination Ry22 = 0.3914. Thirdly, there was a positive and significant relationship between both transformational leadership and organizational culture with teacher job satisfaction where the correlation coefficient ry.12 = 0.71 and the coefficient of determination Ry.122 = 0.504. Fourthly, the job satisfaction could be improved by strengthening transformational leadership and organizational culture, both separately or altogether. It can be concluded that teacher job satisfaction can be improved by strengthening transformational leadership and organizational culture.

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