Rehabilitation Agency Leadership Style

Packard, Susan H.; Kauppi, Dwight R.

doi:10.1177/003435529904300103

Cited by 16 publications

(5 citation statements)

References 32 publications

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“…A research conducted by Packard & Kauppi (1999) found that employees with supervisors having democratic management styles experienced higher level of satisfaction than with autocratic leadership style. Bassett (1994) maintains that supervisors bringing the humanistic part to the job and contribute towards increasing the employee's level of job satisfaction.…”

Section: Supervision and Job Satisfactionmentioning

confidence: 99%

Job Satisfaction among Academic Staff: A Comparative Analysis between Public and Private Sector Universities of Punjab, Pakistan

Khalid¹,

Irshad²,

Mahmood³

2011

IJBM

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Purpose-The purpose of this study was to investigate the relationship between various facets of job satisfaction among university academicians in Punjab Province, Pakistan, and how these differences affect overall job satisfaction of academicians in selected universities of Province Punjab.Design/ methodology/approach-The Population for this study comprised of academicians working in universities chartered by Higher Education Commission (HEC) of Pakistan. A total of 150 questionnaires were sent to potential respondents chosen from 4 universities. A total of 108 usable questionnaires were returned giving a response rate of 72 percent.Findings-Results of this study indicate that a pay differential does exist between private and public universities in Pakistan. Academicians in private sector universities were more satisfied with their pay, supervision, and promotional opportunities than the academicians of public university. On the other hand, academicians in public sector universities were found more satisfied with co-worker's behavior and job security.Research Limitations-This research is limited to the educational sector. Thus, the results cannot be generalized to other industrial sector of the economy. This study needs to be replicated in other industries using the same method.Practical implications-The study offers practical suggestions to the educational institutions and human resource manager on how to pay, promote, retain and maintain equity in the organizations.

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Section: Supervision and Job Satisfactionmentioning

confidence: 99%

Job Satisfaction among Academic Staff: A Comparative Analysis between Public and Private Sector Universities of Punjab, Pakistan

Khalid¹,

Irshad²,

Mahmood³

2011

IJBM

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“…Several studies have also suggested that the personal style of leaders may negatively influence the working climate and the productivity of the organization (Ekvall et al , 2002; Kets de Vries and Miller, 1984). While supportive leaders seem to increase the subordinates' job satisfaction (Packard and Kauppi, 1999), by contrast subordinates who perceived themselves to be bullied by their leaders experience low job satisfaction and report many symptoms of health problems (Skogstad, 1997). It is therefore not surprising that stress research has revealed that abusive and tyrannical leaders are an important source of stress for subordinates (Hogan, 1994; Hogan and Hogan, 2001).…”

Section: Introductionmentioning

confidence: 99%

Leadership Styles as Predictors of Self‐reported and Observed Workplace Bullying

Hoel

Glasø

Hetland

et al. 2010

British J of Management

226

211

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The connection between leadership or management style, on the one hand, and perceptions of bullying, on the other, has received little attention within bullying research. Hence, the aim of this study is to examine the relationship between subordinates' ratings of their immediate superiors' behaviours, and both perceived exposure and claims of observations of bullying at work. Based on a sampling process which emphasized randomness and representativeness, the responses from 5288 respondents in Great Britain taking part in a nationwide study on psychosocial issues at work were included in the analysis. Bullying correlated with all four leadership styles measured. Yet, ‘non‐contingent punishment’ emerged as the strongest predictor of self‐perceived exposure to bullying, while autocratic leadership was the strongest predictor of observed bullying. Hence, while observers particularly associate bullying with autocratic or tyrannical leader behaviour, targets relate bullying more to non‐contingent punishment, i.e. an unpredictable style of leadership, where punishment is meted out or delivered on leaders' own terms, independent of the behaviour of subordinates. In addition, laissez‐faire leadership emerged as a predictor of self‐reported as well as observed bullying. Thus, leadership styles seem to play an important but complex role in the bullying process.

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“…The studies of Ali and Akhter (2009), Kyamanywa (1996), andVenter (1998) showed that leadership style significantly affected job satisfaction of academic members in higher education institution. A research conducted by Packard & Kauppi (1999) found that employees with supervisors having democratic management styles experienced higher level of satisfaction than with autocratic leadership style. Furthermore, the important role management can play in the job satisfaction of academics.…”

Section: The Regression Between Faculty Job Satisfaction and Demograpmentioning

confidence: 99%

The Effects of Demographic and Institutional Characteristics on Job Satisfaction of University Faculty in Vietnam

Duong¹

2013

IJARPED

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In recent years, several studies have examined the job satisfaction and dissatisfaction of university faculty in developed countries, little is known about lecturers' job satisfaction or dissatisfaction in the developing countries like Vietnam. The purpose of this study was to ascertain the relationship between job satisfaction and demographic, institutional characteristics of university academic members in the technology and science fields. The study used a questionnaire to survey with 150 academic members from three public universities was selected as a statistical sample. Three universities were used in pilot study to act as pre-test to the instruments of data collection to ensure their reliability. This study of data was analyzed by use of descriptive statistics, analysis of variance, and regression analysis by Statistical Package for Social Science software. The study showed that most respondents were satisfied in their job. There were significant difference in job satisfaction level based on gender, national graduation, and discipline. The present analysis found that job satisfaction of academic members significantly affected by their demographic and institutional factors. Recommendations on the study's findings to the management of university are also discussed.

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Rehabilitation Agency Leadership Style

Abstract: One hundred five rehabilitation employees were surveyed on the effect of leadership style on subordinates' perceptions of their work environment and on their job satisfaction. Findings suggest that leadership style affects service delivery.

Cited by 16 publications

References 32 publications

Job Satisfaction among Academic Staff: A Comparative Analysis between Public and Private Sector Universities of Punjab, Pakistan

Job Satisfaction among Academic Staff: A Comparative Analysis between Public and Private Sector Universities of Punjab, Pakistan

Leadership Styles as Predictors of Self‐reported and Observed Workplace Bullying

The Effects of Demographic and Institutional Characteristics on Job Satisfaction of University Faculty in Vietnam

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