Final part is conclusion and recommendation, and implication for further research 2. Literature Review 2. Definitions of Key Concepts Job satisfaction has been of interest to many researchers. High job satisfaction level leads to higher positive outcomes such as increased productivity, performance, innovation, and on the other hand dissatisfied workers lead to negative impacts Kim, Those employee who are not satisfied will look for ways to exit their current organization and find better working conditions that satisfy the.
GALANOU, stated that in the case that a dissatisfied employee is unable to find a better alternative, they will not be cooperative with the management and not be connected to the organization at an intrinsic level despite continuing to work there.
There are a wide range of styles of leadership. AM MOSADEGH, had called attention to taking after styles of leadership: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, value-based, and transformational leadership. Review current literature on Transformational Leadership Burns was the first individual who gave the idea of transformational leadership. He asserted that transformational leadership is seen when leaders urged their followers to raise the level of their ethics, inspiration, convictions, perceptions, and coalition with the goals of the firm.
Charismatic leaders are the individuals who with pride, confidence and admiration, urge laborers to have their own individualistic thoughts.
Inspiration is the ability to spur supporters to meet high standards. Leaders use intellectual incitement to urge their workers to be inventive in their critical thinking. What's more, individualized thought is the level of individual consideration and motivation for self- advancement that a leader dedicates to the workers Bass, Transformational leadership is frequently being depicted as a methodology of rousing change and engaging co-workers to upgrade themselves and their firm.
It urges supporters to acknowledge obligation and to be responsible towards it. There are many measures of observational proof to demonstrate that transformational leadership yield much advantages to associations. Transformational leadership is in light of what the leader has achieved and his relationship with the group. The transformational leader can bring about positive effects to an association DuBrin, The change can be shown over quite a few circumstances.
Taking into consideration the point that the transformational leader can build the bunch's mindfulness on the significance and estimations of prizes; in addition urges individuals to look past their excitement toward oneself for the benefit of the group and the association.
Transformational leaders are additionally the individuals who help individuals hunt down fulfillment and to comprehend the requirement for authoritative change. They pass on a feeling of direness to their administrators and are regularly dedicated to enormity while embracing a long haul point of view, and fabricate trust DuBrin, Transformational leadership is unique in relation to transactional leadership mainly because it focuses on advancement along with development, strength, approval, confidence and complement.
It likewise focuses on advancing progress and logical reasoning. Transformational leaders bear in the preparation for diversity furthermore adequately when compared to the rest. These leaders distinctly characterize stuff and nurture the rest. They almost don't separate on the basis of creed, color, cult, gender, age and status in the society Chemjong, Moreover, transformational leadership advances the impact of transactional leadership on supporters Bass, by altering their individual morals keeping in mind the end goal to backing the hierarchical points and conception.
They attain to this by making an environment of certainty, which helps in sharing of common interests. Bass alluded to the bond between the transformational leader with his representatives, which has been spoken to by mystique ideal impact , rousing leadership, individual concern and learned incitement. Transformational leadership is associated with variation, innovativeness and spearheading, as transformational leadership is attained by means of distinguishing and also through the requirement for crisp perseverance and delivering new view towards authoritative variation.
A leader can utilize imaginative systems to achieve authoritative objectives, and a leader needs to stress on qualities of belief system, esteem, and incomparable objective Grundstein-Amado, Meanwhile, a leader can also persuade adherents by activities and words, and diminish their faithfulness to the associations. The leader gives steady responses and joins people's necessities with the authoritative capacity.
He indicates individual enthusiasm for devotees' necessities of development and accomplishment Avolio et al. In order to accomplish this, a leader goes about as an official as well as an administrator.
The leader aids in adding to the devotee's capacities to get large amounts of possibility. A leader should treat individual contrasts in the midst of his supporters as far as their requirements and longings. He assumes a two-fold part through successful interaction with the followers Avolio et al. A transformational leader could add to his adherents' capacities by assigning undertakings and covertly viewing those being actualized so he can guarantee the measure of help and supervision required.
Also this quality could be estimated by the leader's enthusiasm for the adherents' requirements for advancement and development, and him being mindful so as to prepare and aid those Bass, Intellectual Stimulation: This sort of leader inspires supporters through the calculated improvement of considering, conviction and qualities. A leader needs to urge supporters to treat issues with another and general perspective, and anticipates that them will advance their capacities constantly in manage issues.
But; it points out at the judiciousness and updated methodologies for supporters to take after. It re-assesses previous convictions and morals and takes a gander at challenges as issues that require to be solved and looks for consistent answers for these issues. Transformational leadership does not reprimand devotees openly for their missteps.
Rather, it gives them challenging undertakings and urges them to tackle issues by employing methods that they prefer. Research Design and Methodology Research approaches This research adopted an explanatory research combined with descriptive research. The researcher is a cross-section study, where data is collected from multiple points within a given period of time.
However, some of these returned the survey forms were rejected as respondents fails to complete all the parts. These staffs were informed by HR and line managers whether they would like to participate in the survey. If they agreed, then the survey questionnaire was given to them and briefs them about the survey and its purposes. Additionally, permission from the organisation was obtained to meet the employees during break hours and also during the work hours with the help of immediate managers.
A time period of three weeks were taken to collect data. The completed questionnaires were collected by the researchers and a follow up were made on the following week during the same hours during their work and lunch hours. Measures The questionnaire compromises of an introduction and two parts. The cover letter gives some information about the research. Section A consists of five questions which cover back ground details of respondent including their Age, gender, marital status, education background and nationality.
The questionnaire will be presented in dual languages, Malay and English. The original questionnaire will be translated from English to Malay; done by an individual whose native language is Malay and who is fluent in English as well. The questions will be pretested before distrusted among target respondents.
Part two was developed from the relevant literature and information received from experts of academia and industry. This part measures the transformational leadership in hotel Industry. Four items measure individual consideration; four items measure intellectual stimulation, four item measures charisma, four items measure intrinsic satisfaction.
Thus, data distribution is considered to be normal. The P-Value of Shapiro-Wilk is 0. Thus, the data distribution is normal. Statistic df Sig. Statistic Standardized Residual. This is a lower bound of the true significance. Scale Reliability Cronbach's alpha is the most recognizable and basic measure of unwavering quality.
At the point when Cronbach's alpha is more like 1, it infers that the inner consistency reliability is high. Reliabilities under 0. The results of Table 4 show that correlation coefficient for Charisma, Individualized Consideration and Intellectual Stimulation are 0.
This shows that Charisma, Individualized Consideration and Intellectual Stimulation have positive and significant relationship with job satisfaction. Correlation is significant at the 0. Regression In this study, multiple regression analysis has been used to provide better understanding regarding the relationship between job satisfaction as the dependent variable and dimensions of transformational leadership namely Charisma, Individualized Consideration and Intellectual Stimulation as the independent variables in Hotel Industry in Malaysia.
The adjusted R square is 0. Therefore this model is considered to be a poor fit. However the autocorrelation of this regression is potentially high. Similarly the F test conducted for this study gives a value of Dependent Variable: satisfaction The Table 6 indicates that the transformational leaders TL has a significant and positive influence on job satisfaction. The P-Value for Charisma is 0. Therefore, it can be concluded that Charisma is a significant predictor for employee satisfaction.
The P-Value for Individualized Consideration is 0. Therefore, it can be also concluded that Individualized Consideration is a significant predictor of job satisfaction. The P-Value for and Intellectual Stimulation is 0. Therefore, it can be concluded that and Intellectual Stimulation is a significant predictor for Job satisfaction.
Also when every unit rise in Individualized Consideration, employee satisfaction will increase by 0. Similarly when every unit rise in Intellectual Stimulation, employee satisfaction will increase by 0.
The following conclusions were made. There is positive and significant influence of individualized consideration. Similarly there is a significant and positive influence of individualized consideration on employee job satisfaction.
This means if leaders more often engage in considerate behavior, it will increase employee job satisfaction. There is a positive correlation between intellectual stimulation and employee job satisfaction.
Also intellectual stimulation is positively and significantly influences employee job satisfaction. This of managers or leaders engages in intellectual stimulating behaviour, it will have direct impact on increasing job satisfaction. There is a positive correlation between charisma of the leaders and employee job satisfaction. Also this study found that increasing intellectual stimulating behaviour by leaders has positive and significant influence on employee job satisfaction.
This means that if the leaders are more often engage in stimulating employees, it will directly increases employee job satisfaction. Future research To further investigate the relationship between transformational leadership and job satisfaction it is important to consider a fair proportion of employees from the industry. This will enable the researcher to generalize the findings.
Therefore is important to increase the sample size and include more respondents to generalize the findings. References Akehurst, G. Job satisfaction and commitment in the entrepreneurial SME. Small Business Economics, 32 3 , pp. Al-Omari, A. Sci, 5 2 , The role of participative management suggestion system in Shahid Fayazbaksh Hospital Effectiveness and Efficiency.
Journal of Research in Medical Sciences, 8 3. Avolio, B. Individual consideration viewed at multiple levels of analysis: A multi- level framework for examining the diffusion of transformational leadership.
The Leadership Quarterly, 6 2 , Journal of occupational and organizational psychology, 72 4 , Wang, Y. Transformational leadership. Click here to sign up. Download Free PDF. Nazim Ali. A short summary of this paper. Download Download PDF. Translate PDF. Data were collected from three hundred and fifty six teachers through time tested questionnaire.
All variables were measured through adapted items except transformational and transactional leadership which were measured through developed items.
Life Sci J ;11 4s ]. Leadership styles, transactional and transformational leadership styles on transformational and transactional, are associated with organizational commitment and job satisfaction of many organizational outcomes such as satisfaction, banking and food stores employees. It was concluded group performance, organizational performance, and that charisma, intellectual stimulation and commitment Kirkpatrick and Locke, Two leadership styles with both job satisfaction and organizational namely transformational and transactional leadership commitment.
Transformational and Further they concluded that transformational transactional leadership styles were taken as the leadership style was more strongly correlated with independent variables, organizational commitment as organizational commitment than transactional the mediator and employees turnover intentions as the leadership style. From their analysis they 2. Hamstra et al, examined intention the relationship between leadership styles and turnover H1a: Idealized Attributes has a significant intentions of psychology students working in their correlation with job satisfaction, organizational respective organizations.
Regression and correlation tools citizenship behavior and turnover intention. Regression and correlation statistics were intention. Regression and correlations intention. Lo et al, surveyed intention. Overall Job Satisfaction characteristics to the population elements. Questionnaires were distributed to those 3. Transformational and Transactional teachers who were willing to participate in this study.
Leadership The questionnaire was accompanied with the return Transactional leadership was measured by envelop duly stamped and had address of the averaging the score of contingent rewards and researcher.
The objective of this research was management by exeption while transformational explained to the participants before handing over leadership was measured by averaging the score of questionnaire to them during tea break.
It took almost intellectual stimulation, indealized influence Behavior one month to distribute the questionnaires. Five point likert scale, return rate All items of information were eliminated and the remaining three transformational and transactional leadership were hundred and fifty six questionnaires were used for this developed by the authors.
Correlation was used for investigating the Organizational Commitment 8. All data were conscientiousness 5. Measurement civic virtue 4. Perceived Employee Performance Turnover Intention 3. Five point likert scale, Management by Exception 2. Behavior 2. Turnover Intention Idealized Influence 2. Five Intellectual Stumulation 2. Idealized Attributes showed a significant positive 3. Organizational Citizenship Behavior 0.
The OCB scale performance, organizational citizenship behavior and was designed to measure the five subscales of turnover intention was accepted. Phil 16 4 behavior and turnover intention was accepted. Correlation is significant at the 0. Thus H1c that states that 1 Transformational Leadership Inspirational Motivation has a significant correlation with job satisfaction, organizational commitment,.
Thus H1d that states that -. Thus Job Satisfaction. Employees Performance. Job Satisfaction. Thus H1e that states that. Thus H2a that states that Contingent Job Satisfaction. The value of Beta indicates that Turnover Intention -. The value of F is significant at. It means that the model is Management By Exception showed a significant significant. Thus H2b that states that F Thus H2 that states that Constant The value of Beta indicates that Adjusted R Square.
It means that the model is significant. Transformational Leadership -. The value of Beta indicates that Standard Error of the Estimate. It Transformational Leadership. Transactional Leadership. Conclusion and Recommendation Table 4.
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