The role of leadership styles on staff ´s job satisfaction in public organizations

Mehrad, Aida; Fallahi, Bahareh

doi:10.15174/au.2014.597

Cited by 9 publications

(9 citation statements)

References 29 publications

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“…If the leader is close to employees, respect to the employees opinion and to communicate openly would increase job satisfaction. Some previous research found the influence of leadership style and organizational commitment to job satisfaction and ultimately led to the turnover intention (Fitriany et al, 2011;Joo & Ready, 2012;Mehrad & Fallahi, 2014;Long et al, 2014;Bateh & Heyliger, 2014;Siddiqui & Jamil, 2015;Sun et al, 2016). Based on the basis of previous studies review and explanations described earlier, the fourt Hypothesis proposed in this study is: H4: Leadership Style has positive effect on Job Satisfaction.…”

Section: The Effect Of Organizational Commitment On Turnover Intentionmentioning

confidence: 66%

“…This finding shows that if employees felt comfortable with his supervisor's leadership style applied will influence in the increase of job satisfaction (Fitriany et al, 2011;Joo & Ready, 2012;Mehrad & Fallahi, 2014;Long et al, 2014;Bateh & Heyliger, 2014;Siddiqui & Jamil, 2015;Sun et al, 2016).…”

Section: Regression Analysismentioning

confidence: 91%

“…A strong emotional attachment between the employee and the organization will reduce the employee's turnover intention. The results of previous studies found the organizational commitment had negative effects to the turnover intention (Fitriany et al, 2011;Joo & Ready, 2012;Long et al, 2012;Mehrad & Fallahi, 2014;Bateh & Heyliger, 2014;Siddiqui & Jamil, 2015;Srimindarti et al, 2015;Sun et al, 2016). But Yasmin and Marzuki (2015) found that organizational commitment had no effect on turnover intention.…”

Section: Introductionmentioning

confidence: 94%

“…The employee who feels more suitable against his authority's leadership style will increase job satisfaction, otherwise if the employee feels uncomfortable, authority's leadership style will lead to higher dissatisfaction with the job. Some studies found a leadership style had positive effect on job satisfaction ( Joo & Ready, 2012;Bateh & Heyliger, 2014;Long et al, 2014;Mehrad & Fallahi, 2014;Siddiqui & Jamil, 2015;Sun et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Antecedents of Job Satisfaction and the Influence on Turnover Intention

Srimindarti

Oktaviani

Hardiningsih

2017

JDM

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This study aimed to examine the effect of the antecedent of job satisfaction on job satisfaction, the influence of leadership style, organizational commitment and job satisfaction on turnover intention and whether job satisfaction was able to mediate the relation of antecedent of job satisfaction on turnover intention. The respondents in this study were employees at consulting firms in Semarang. The analysis instrument in this research was the multiple regression. The study showed that leadership style and organizational commitment had positive influence on job satisfaction. The other result of this study showed that leadership style, organizational commitment and job satisfaction had negative influence on turnover intention. With the proven fact of the influence of leadership style, organizational commitment and job satisfaction on turnover intention, the managers of consulting firms, therefore, should use leadership style that fit with employees, should try to increase the organization' s commitment to employees so they knew that they were a part of the organization and to maintain their membership in the organization and should improve employee satisfaction in order to reduce the turnover intention among employees. Info Article

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Section: The Effect Of Organizational Commitment On Turnover Intentionmentioning

confidence: 66%

Section: Regression Analysismentioning

confidence: 91%

Section: Introductionmentioning

confidence: 94%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Antecedents of Job Satisfaction and the Influence on Turnover Intention

Srimindarti

Oktaviani

Hardiningsih

2017

JDM

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“…Springer (2011) revealed that an organizational leader, as a manager, can increase employees' performance by implementing proper management to increase job satisfaction and work commitment. In fact, several studies have found that the strategies of an institution leader in managing the organization influences job satisfaction and work commitment of the subordinates (Celdran, 2020;Jumintono et al, 2018;Mahfouz et al, 2019;Mehrad et al, 2014;Top et al, 2015). Organizational management strategies will be effective if a principal has good managerial competency.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Principals’ Competencies on Teachers’ Job Satisfaction and Work Commitment

Rachmawati¹,

Suyatno²

2021

Participatory Educational Research

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The paper aims to examine the influence of a principal's managerial competence on teachers' job satisfaction and work commitment. The study belongs to a quantitative type with a cross-sectional design. The samples are 77 teachers from private junior high schools in Yogyakarta, all of which were selected using a random sampling technique. The data were collected through a questionnaire, which has been tested for validity and reliability. The data were analyzed using PLS-SEM as the samples used were less than a hundred numberwise. The hypothesis testing using PLS-SEM with path coefficient is accepted if the evaluation of the t-statistic is above 1.96 and p-value less than 0.05. The path coefficient revealed several results. First, work commitment significantly influences teachers' job satisfaction. Second, a principal's conceptual competency does not considerably affect the teachers' work commitment and job satisfaction. Third, the principal's interpersonal competency significantly influences teachers' work commitment and job satisfaction. Fourth, a principal's technical competency significantly affects teachers' work commitment and job satisfaction with respectively. Besides, the hypothesis tested simultaneously to the variables and was evaluated using R-square adjusted value path I resulted in 0.762, which means the conceptual competency, interpersonal competency, and technical competency simultaneously influence job satisfaction up to 76.2%, categorized as substantial (strong). Meanwhile, R-square adjusted path II is 0.363, which means that the three competencies simultaneously influence job satisfaction up to 36.3%, categorized as weak. The findings have important implications for those involved in developing teachers' professionalism in that improving a principal's interpersonal and technical competencies will have a positive influence on teachers' job satisfaction and work commitment.

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Transglobal leadership approach to sustainable tourism competitiveness at tourism sector-engaged MSMEs through integrated human resource performance and responsible marketing

Hermawati

2020

IJTC

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Purpose This study aims to examine the effect of transglobal leadership on quality of work life (QWL), job involvement, organizational citizenship behavior (OCB) and human resource (HR) performance of tourism sector-engaged micro, small and medium enterprises (MSMEs) in East Java; to examine the moderating role of QWL, job involvement and OCB in the effect of transglobal leadership on HR performance of tourism sector-engaged MSMEs in East Java; to examine the effect of HR performance of tourism sector-engaged MSMEs on responsible tourism marketing and sustainable tourism competitiveness in East Java; and to examine the mediating role of responsible tourism marketing in the effect of HR performance of tourism sector-engaged MSMEs on sustainable tourism competitiveness in East Java. Design/methodology/approach The population of this research was all HR executives of tourism sector-engaged MSMEs in East Java and domestic and foreign tourists in East Java. The sampling of the tourism sector-engaged MSMEs in East Java (in 16 tourism potential cities) was performed using a purposive sampling technique. Determination of the sample size was made using the minimum criterion from structural model, ranging from 100 to 200. Thus, it was determined that the number of tourism sector-engaged MSMEs studied in this research was 200 enterprises from 16 tourism potential cities in East Java. From each tourism sector MSME, four employees and three tourists were selected. In total, this research involved 800 employees and 600 tourists (both domestic and foreign). Findings This research found that transglobal leadership (X) , QBL (M1), job involvement (M2) and OCB (M3) had an effect on HR performance (Y). The results of this research highlighted that QWL variable (M1) moderated the effect of transglobal leadership (X) on HR performance (Y). It was found that job involvement variable (M2) moderated the effect of transglobal leadership (X) on HR performance (Y). This research also detected that OCB variable (M3) moderated the effect of transglobal leadership (X) on HR performance (Y). This research found that HR performance (Y) had an effect on responsible marketing (Z1). It was obtained in this research that HR performance (Y) also had an effect on sustainable tourism competitiveness (Z2). Finally, this research found that responsible marketing (Z1) had an effect on sustainable tourism competitiveness (Z2). Originality/value Regarding the originality of this research, the holistic compilation was integrated from the theoretical concept of the HR and marketing strategies through the implementation of the tourism marketing concept and application that are responsible for tourism sector-engaged MSMEs in East Java. Of course, tourists need to get a good understanding of the marketing strategy to participate in controlling the sustainable tourism competitiveness in East Java.

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The role of leadership styles on staff ´s job satisfaction in public organizations

Cited by 9 publications

References 29 publications

Antecedents of Job Satisfaction and the Influence on Turnover Intention

Antecedents of Job Satisfaction and the Influence on Turnover Intention

The Effect of Principals’ Competencies on Teachers’ Job Satisfaction and Work Commitment

Transglobal leadership approach to sustainable tourism competitiveness at tourism sector-engaged MSMEs through integrated human resource performance and responsible marketing

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