Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

Abstract

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

Managing Diversity Through Leadership and Emotional Intelligence in the Banking Sector of Pakistan: A Moderating Role of Organizational Culture

“…The result has identified that transactional leadership (TRL) has a positive but insignificant effect on workplace diversity. This result is in line with Mickson et al (2020) that an increase in TRL cannot increase diversity as the leaders might not be providing good benefits or incentives to raise the diversity. Besides, the TRL has been identified as an essential factor, but it can sometimes be insignificant as the employees might not be delighted with the advantages or worth of the task in which the employees are engaged (Blau, 1968).…”

“…Like, "In my organization, people are flexible and adaptable when changes are necessary." Transformational leadership contains four items adapted from Mickson, Anlesinya, and Malcalm (2020). For example, "My leader provides vision and sense of mission, instills pride, gains respect and trust."…”

“…For example, "My leader provides vision and sense of mission, instills pride, gains respect and trust." Transactional leadership contains four items adapted from Mickson et al (2020). For instance, "My leader concentrates his/her full attention on dealing with mistakes, complaints or failures.…”

Kepemimpinan dan Kepuasan Kerja: Mediasi Komunikasi

“…Selain itu kepemimpinan yang melayani juga berhubungan positif dengan kepuasan kerja (Aboramadan et al, 2020). Selain itu, dimensi dan gaya kepemimpinan transformational memberikan dampak positif terhadap kepuasan kerja individu dan tim, baik secara kepuasan kerja instrinsik dan ekstrinsik (Braun et al, 2013: Khan et al, 2020: Mickson et al, 2020: Top et al, 2015. Meski demikian, manajemen dengan partisipasi tidak selalu dikaitkan dengan gaya kepemimpinan, sehingga pemimpin organisasi harus tetap dilatih dan dibimbing untuk menemukan gaya kepemimpinan yang sesuai (Mosadeghrad dan Ferdosi, 2013: Song et al, 2020.…”

“…Kompetensi komunikasi yang dimiliki oleh anggota orga-nisasi juga sebagai predictor kepuasan kerja (Madlock, 2017). Pembentukan persepsi dari semua interaksi yang dilakukan dan didukung dengan kualitas komunikasi juga dapat memberikan rasa puas kepada karyawan (Brohi et al, 2018 (Erben et al, 2019: Braun et al, 2013: Khan et al, 2020: Mickson et al, 2020: Top et al, 2015. Dengan demikian peran pemimpin sangat dibutuhkan dalam mengelola organiasi dan unsur-unsur yang mempengaruhi termasuk kepuasan kerja (Riana et al, 2020…”