Leadership styles, job satisfaction and organizational commitment among academic staff in public universities

Rogers, Margaret; Tusiime, Immaculate; Ssekiziyivu, Bob

doi:10.1108/jmd-02-2018-0055

Cited by 106 publications

(156 citation statements)

References 42 publications

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“…On the other hand direct effect of the sparking leadership on job satisfaction and R 2 values were found higher then the other ones like transformational (Braun, Peus, Weisweiler & Frey, 2013;Mwesigwa, Tusiime & Ssekiziyivu, 2020), transactional (Mwesigwa, et al, 2020), ethical (Freire, & Bettencourt, 2020) and authentic leadership (Carol, Wong & Laschinger, 2013).…”

Section: Discussionmentioning

confidence: 88%

The Impact of Sparking Leadership on Creating Work Passion and Job Satisfaction in Organizations – An Empirical Study

Bilginoğlu

Yozgat

2021

Anadolu Üniversitesi Sosyal Bilimler Dergisi

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In the highly competitive work environment of today, employees seem to be lacking work passion. Work passion is the inner fire. Leaders who ignite spirit, encourage passion and light the spark in employees to create the fire in their work environment are called the "sparking leaders". The sparking leaders play an important role in organizations, but theoretical understanding of who they are and what impact they have in organizational outcomes is lacking. The present paper builds on fragmented and disparate extant work to conceptualize the nature of sparking leadership associated with work passion and job satisfaction of the employees. Consistent with the theoretical foundation behind previous research, the findings of the study reveal that sparking leaders have a positive effect on the subordinates' work passion, which further leads to a higher job satisfaction. This means that the sparking leaders create the fire in an organization so that their work passion energizes their subordinates.

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Section: Discussionmentioning

confidence: 88%

The Impact of Sparking Leadership on Creating Work Passion and Job Satisfaction in Organizations – An Empirical Study

Bilginoğlu

Yozgat

2021

Anadolu Üniversitesi Sosyal Bilimler Dergisi

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“…Numerous studies have been conducted, relating to job satisfaction, organizational justice, and leadership style (e.g., [6,7,[12][13][14][15][16][17]), but the research that modeled these three variables have been rare in the empirical literature. In addition, in the context of organizational sustainability, the exploration of the relationship among these variables is inevitable.…”

Section: Introductionmentioning

confidence: 99%

Organizational Justice and Leadership Behavior Orientation as Predictors of Employees Job Satisfaction: Evidence from Croatia

Bakotić

Bulog

2021

Sustainability

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The aim of this paper was to examine the role of organizational justice and leadership behavior orientation in predicting job satisfaction by focusing on three organizational justice dimensions (distributive, procedural, and interactional justice) and two leadership behavior orientations (task and relations-oriented behaviors). The empirical research was conducted in Croatia, during 2019. The research sample included 298 participants. Hierarchical regression analysis was conducted to empirically test proposed hypotheses focusing on organizational justice and leadership behavior orientation as predictors of employees’ job satisfaction. Research results showed that interactional justice, distributive justice and relations-oriented leadership behavior have an almost equally powerful impact on job satisfaction. Those variables are based on social relations, which revealed the importance of connections among people and social interactions for job satisfaction development. Additionally, findings suggested that procedural justice and task-oriented leadership behavior did not affect employees’ job satisfaction. These results additionally bring social interactions in the focus of job satisfaction development. A better and more in-depth understanding of these links allows management to be efficient in rapidly changing organizational circumstances to stimulate employees to work effectively. Therefore, in order to enhance employees’ job satisfaction, managers need to create a working environment that is friendly, honest, and encouraging. They have to pay attention to relationships with their employees, providing them the perception of justice, respect, and trust, as well as motivation in everyday activities. Upcoming lines of research should put effort into further exploration of this cognition, by exploring some other social relations variables and their mediational impact on job satisfaction.

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“…The extant literature suggests that perceived leadership support builds upon transformational leadership theory based on perceived leadership support is a crucial element that shapes relationships in organizations. The concept of leadership support is linked to employee perception in the workplace (Mwesigwa et al, 2020). It assumes that employee attitudes can be enhanced by the supportive behaviors of a leader.…”

Section: Perceived Leadership Supportmentioning

confidence: 99%

The Mediating Role of Social Media in the Relationship between Perceived Leadership Support and Employee Engagement in Banking

Bulińska-Stangrecka¹,

Bagieńska²,

Yasangi³

2021

ERSJ

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Purpose: The present study endeavors to concentrate on the role of perceived leadership support in fostering employee engagement. Specifically, the study considers the social media contribution in this relationship. The mediating role of social media and the links between perceived leadership support and employee engagement are also discussed. Design/methodology/approach: The investigation begins with a review of literature in the context of organizations. The data are based on a cross-sectional structured questionnaire for a cohort of 167 respondents form the Polish and Sri Lankan banking sector and was used to verify the research hypotheses. The responses were examined using mediation analysis with bootstrapping. Findings: Results from the study indicate that social media partially mediates the relationship between perceived leadership support and employee engagement. The study demonstrates the growing need for better use of social media in developing a positive perception of leadership support to build employee engagement. Implications: Implications of these findings for organizations are discussed. The study contributes to the understanding and value of how leadership perception affects organizational outcomes. Originality/value: This study provides insight into the role of social media in facilitating leadership support to enhance employee engagement.

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Leadership styles, job satisfaction and organizational commitment among academic staff in public universities

Cited by 106 publications

References 42 publications

The Impact of Sparking Leadership on Creating Work Passion and Job Satisfaction in Organizations – An Empirical Study

The Impact of Sparking Leadership on Creating Work Passion and Job Satisfaction in Organizations – An Empirical Study

Organizational Justice and Leadership Behavior Orientation as Predictors of Employees Job Satisfaction: Evidence from Croatia

The Mediating Role of Social Media in the Relationship between Perceived Leadership Support and Employee Engagement in Banking

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