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Relationship between job satisfaction and job performance
The role of job satisfaction on performance
Higher job satisfaction, higher performance
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The relationship between transformational leadership and job satisfaction is one of the most critical success factors in any organization and has become one of the largest topics studied among psychology, management and organizational behavior researchers (Tsai, 2011). Job satisfaction refers to how satisfied an individual is with his or her job within their organization. There are many factors that determine the job satisfaction, and one of the factors is the type of leadership style. According to the first article that was completed, an effective leadership style of leaders in an organization is having the capability to provide motivational incentive and direction to their followers to achieve an organizational mission or goal (Walumbwa, …show more content…
In the ideal form, transformational leadership creates valuable and positive change with the end goal of developing followers into leaders. These may include connecting the followers sense of self and identity to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater pride for their work, and understanding the strengths and weaknesses of individuals, so the leader can associate followers with tasks that improve their performance. Transformational leaders focus on intrinsic motivation and personal development of their followers. They believe in five key aspects of being a leader, which are being creative, interactive, empowering, visionary and …show more content…
From the psychological perspective of its relationship with leadership style, the concept of job satisfaction includes multi-dimensional responses to one’s job, and that such responses have cognitive (evaluative), affective (or emotional), and behavioral components (Judge & Klinger, 2003). Weiss has also argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behavior (Weiss, 2002). This concept of job satisfaction suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. The success of any organization depends greatly on the commitment and hard work on the part of their employees. Because of that, job satisfaction has been used as a tool to attract and retain the best employees within the
Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
“..the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the vision, acts confidently and optimistically, expresses confidence in the followers, emphasizes values with symbolic actions, leads by example, and empowers followers to achieve the vision (Yukl, 2002)
Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.
Bass (1990) states that transformational leadership is identified by different patterns of behavior. Firstly , transformational leadership delivers the charisma to be a leader in order to gain respect and trust. Secondly, the characteristics of a leader show efforts to change a purpose of the transformation process and to effectively communicate. Finally, transformational leadership proposes that leaders treat employees individually to show them attention and provide them coaching and advice to show that you care about your employees. However, Wang and Howell (2010) claim that transformational leadership is in every individual.This means an individual can develop their potential to enhance their abilities and skills to improve and overcome any weaknesses. In relation to group work transformational leadership helps to grow common values and beliefs, and to inspire group members to reach their group goals. In this type of situation, leaders treat equally towards members and to make them feel comfortable. However, on occasions problems occur during team work which puts a leader into a situation to overcome the condition. For example, if one of my team members has no belief in me to lead the group, my attitude towards the group and the member will change as they have shown a lack of confidence and interest in teamwork. According to Novicevic, Harvey, Buckley, Brown & Evans (2006) explains that authentic leadership is when a leader shows their individual responsibility in what they were responsible for in their organization. Novicevic, Harvey, Buckley, Brown & Evans (2006) discusses a particular style of leadership which is the matrix of executive leadership. This style of leadership occurs when a leader has lost confidence in them self. The
Transformational leadership, as detailed in Course 15, is a concept centered molding Airman around you, from subordinates, to peers and benefiting all of those in the chain of command even those above you. One specific tenet of Transformational leadership that I find inspiring and critically important to a developing leader is Inspirational Motivation, or Charming.
Pool, Steven W. “The Relationship of Job Satisfaction with Substitutes of Leadership, Leadership Behavior, and Work Motivation.'; The Journal of Psychology, Vol. 131, No. 3, May 1997, p. 271.
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Robbins and Judge (2013) described job satisfaction as positive feelings about a job, resulting from an evaluation of its characteristics. A person with high level of job satisfaction holds positive feeling about his or her job, while a person with a low level holds negative feelings. Job satisfaction can be influenced by a variety of factors. Opkara (2002) stated that factors such as pay, the work itself, supervision, relationships with co-workers and opportunities for promotions have been found to contribute to job satisfaction. These are supported with findings from several researchers such as Kamal et. al. (2009), Nguyen et. al (2003), Rao (2000) and Maike et.al. (2010). It has been
This study aims to determine the impact of leadership styles on job satisfaction and job commitment. Leadership is an art of influencing thoughts and activities of followers for the achievement of established goals and standards. A good leader influences the followers in such a way that they put more effort for the accomplishment of organizational goals and objectives. The impact of transactional and transformational leadership styles on job satisfaction and job commitment of education sector of Pakistan is observed. The result of study has shown that both leadership styles have effect on job satisfaction and job commitment. Transactional and transformational leadership styles play a vital role in every organization with respect to job satisfaction and commitment. The study indicates that transactional and transformational leadership style intensifies job satisfaction and commitment. But in Pakistan context transformational leadership style has more influence on job satisfaction and job commitment. Employees would like to work with transformational leader as they know the leader is a source of motivation, inspiration and build confidence. Transformational leader inspires their follower because employees feel trust, loyalty, appreciation and respect. Employees put more energy and effort for the betterment of the organization. They work beyond the established standards by meeting all the organizational goals and objective. Transformational leader arouses the awareness in the employees and change the perspective of employees. Transformational leader build a sense of achievement and growth. Here are some recommendations on the behalf of my study for the leaders of education sector for the enhancement of job satisfaction...
Job satisfaction can be defined in many ways, overall it is a collection of feelings and beliefs that result in positive emotional state resulting from one’s job or job experience (Saari, L.M., & Judge, T.A. 2004). It is difficult to directly identify what influences job satisfaction and measure the level of satisfaction each employee retains. What constitutes as “satisfied” defers for different people; it could be influenced by career opportunities, employee/manager relationships, compensations, and overall work environment. Organization’s recognize that the level of job satisfaction within their employees can have a vast impact on their job performance, therefore it is essential to distinguish techniques to measure and increase
Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg. 58-59).
Job satisfaction is a person’s emotional reaction to aspects of works such as pay, supervision, colleagues, working condition, job security, company policies and support, benefits, promotion and advancement or to the work itself (French, 1990). In other words, job satisfaction is an individual’s emotional reaction to a specific job. Falkenburg and Schyns (2007) indicate that job satisfaction can be studied from different approaches. Job satisfaction can be seen as a result of different behaviours or as a cause of behaviour. Moreover, it can be seen as an overall feeling or involving of some aspects of the job and the work situation together contribute to the feeling of satisfaction or dissatisfaction with work (Johansson, 2010).
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...
As a leader I don’t want my employees to let their attitudes determine their behavior. I want them to channel their focus and energy towards job performance (behavior) and as a result their job satisfaction (attitude) will increase, “satisfaction model is derived from the assumption that performance leads to valued outcomes that are satisfying to individuals” (Judge, Bono, Thoresen, Patton, 2001).). When an individual evaluates their job satisfaction they look at different variables, the work content, pay, promotion, management staff, colleagues and their overall happiness (Robbins & Judge, 2013). Two of the variables where research hasn’t been able to determine a strong parallel for high job satisfaction levels, in comparison to the other variables are promotion and pay. Surprisingly, these are the variables that should least concern you as a leader of an organization because even though