Relationship Between Leadership And Job Satisfaction

In this economic time, a reduction in employee morale is becoming more apparent. “This downward trend in job satisfaction raises concerns about the overall engagement of U.S. employees and ultimately employee productivity, retention, creativity, risk-taking, mentoring, and in overall employee motivation and interest in work” (Heathfield, n.d., ¶5). Companies as a whole are examining methods to increase employee satisfaction.

Which results in better performance, greater efficiency, improved customer satisfaction, and lower costs, turnover, and absenteeism. In the current business and organization literature, employee satisfaction, respect, loyalty, and an atmosphere of feeling valued is imperative to the success of a business. The feeling that an employer sincerely cares for its employees is remarkable. In line with Gupta & Agarwal (2012), it is imperative that employees understand the worth of their lives in the workplace. Companies that express a genuine mutual care towards its employees gets better results. They are motivated to work harder and smarter. Many employers are only interested in the bottom line and performance, not their employees’ well-being and their

After analyzing this organization, it is apparent to that job satisfaction should be a priority for management. Job satisfaction can be best understood as a positive emotional state resulting from a perceived satisfaction from one’s job (Locke & Lathan, 2007). Employee satisfaction is an important retention strategy based on the knowledge that a satisfied employee is more effective in completing their duties, more productive, and seldom contemplates alternative employment. Achieving a goal of a high employee satisfaction rate consist of implementing compensation and reward strategies mentioned prior. It should be emphasized that employees, regardless of industry respond in a positive manner to positive recognition. Positive recognition can be achieved with more than compensation and rewards. Creating an atmosphere where employees feel like their ideas and opinions matter can be just as effective as monetary and non-monetary rewards. A routinely exchange of ideas

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

The following section presents a discussion of leaders’ ethical behavior presented in each of the studies considered within this synthesis. As employees spend a significant amount of time working with their supervisors, they both develop a strong relationship, as well as, the supervisors have a direct impact on employees’ day-to-day work performance. The effect of leaderships’ behavior can impact the performance and commitment of employees as discussed in all three articles. Kottke and Pelletier (2013) reported employees recognize that top leaderships or immediate supervisors are the one who create the work climate and control ethics policies. Employees’ perception of work climate is as in seeing supervisor setting a good example of ethical

The article looks at two different studies and two independent samples of approximately 1,500 workers each in field settings, ethical leadership was positioned as an antecedent, mediator and outcome of variables of pragmatic importance to the workplace. Ethical leadership was the central concept modelled across both studies. Social cognitive theory, social identity theory and leadership categorization theory were used to support a model of how follower rank influences workplace outcomes through the mediating effect of ethical leadership. In addressing the ethical imperative of the employment relationship, these studies contribute to ethical leadership research in two ways. Frist, finding indicated that a follower’s rank was positively associated with perceptions of ethical leadership , and second, that ethical leadership functioned as a partial mediator between rank/ status and desirable workplace outcomes such as organizational fairness climate, career satisfaction and follower affective commitment (Pucic, J. ,2015).

This theory argues that job satisfaction hinge on if the employee perceives that their job conveys the extent that he/she values. Value-percept theory also suggests that people evaluate job satisfaction according to specific “facets” (Locke, 1964) of the job relating to pay, promotion, colleague and managers, and work itself, described as follows: Pay Satisfaction, refers to employees’ feelings about their pay; Promotion Satisfaction, refers to employees’ feelings about the company’s promotion policies and their execution, including fairness, occurrence, etc.; Supervision Satisfaction, reflects employees’ feelings and overall and professional evaluation about their boss; Coworker Satisfaction, refers to employees’ feelings and professional/relational evaluation about their fellow employees, Satisfaction with the Work Itself, reflects employees’ feelings about the nature and the characteristics of their actual work tasks (Smith, Kendall, and Hulin, 1969) The value percept theory could be explained by this following equation (Colquitt et al, 2009): Dissatisfaction = (Vwant –

The deeply human issues of happiness, satisfaction, meaning, and fulfillment need to be available in the workplace. When people feel these things there is meaningfulness at work and they are motivated and uphold the heights of excellence. People will not give their best until and unless an environment which respects and supports their values is provided. It is important to fill these human issues of the people so they feel valued along with laying down the corporate foundation. The most important is happiness. Happiness is the ultimate personal peace and without peace, a happy life is impossible. Happiness as work is participating in something that brings fulfillment and can be delivered through

Great workplaces learn how to offer benefits that increase employee satisfaction, which affects customer satisfaction, in hopes of ultimately increasing profitability. These workplaces enjoy lower turnover, better staff, and preferable performance. According to the text, “a great workplace is a place of trust - the credibility in knowing that what is spoken can be believed because management has the integrity and competence to accomplish fulfillment.” Employees set standards and still enjoy their peers. Management accomplishes trust by communicating, being available, tackling challenges, honoring their word, saying thank you, and emotional intelligence. In observations by Lolly Daskal’s, she states: motivation should start with the

The results of the articles were different. Article one result showed that ethical leadership had a positive effect on follower effort and was mediated by task significance. The results also showed the relationship between subordinates’ job performance and ethical leadership was mediated by effort and task significance.

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.

leadership styles and its sub-scales have a significant role in job satisfaction. These results were consistencewith previous research results that doing in this field.

Many studies suggest that authentic leadership can create a more positive work environment. They also found leaders display authentic moral behavior by perceiving different organizational roles, including an ethical responsibility to all of their stakeholders, including customers, subcontractors, business

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the