Academic Administrator Leadership Styles and the Impact on Faculty Job Satisfaction

Abstract

This article examines the impact of three leadership styles as a predictor of job satisfaction in a state university system. The Multifactor Leadership Questionnaire was used to identify the leadership style of an administrator as perceived by faculty members. Spector's Job Satisfaction Survey was used to assess a faculty member's level of job satisfaction. The population consisted of 567 full-time faculty members, and 104 participants completed the survey. The results of logistic regression analysis revealed that (a) faculty members who identified transformational leadership as dominant had increased job satisfaction, (b) faculty members who identified transactional leadership as dominant had increased job satisfaction, and (c) faculty members who identified passive/avoidant leadership as dominant had decreased job satisfaction. Demographics did not appear to predict satisfaction. Using this model, academic leaders can take further action by refining their leadership styles on the basis of their faculty members' indicated preferences. The study results may contribute to social change at the departmental level by making academic administrators aware of effective leadership models that promote higher job satisfaction among faculty in universities.

Antecedents of Job Satisfaction and the Influence on Turnover Intention

“…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.…”

“…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).…”

“…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.…”

“…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).…”

A Theory Based Model of Interpersonal Leadership: An Integration of the Literature

“…Transformational leadership is different from transactional leadership in that it involves changing the values, goals, and aspirations of followers (Abu-Tineh, Khasawneh, & Al-Omari, 2009;Bateh & Heyliger, 2014;Kouzes & Posner, 2009;Li & Hung, 2009). Followers' performance is expected to be consistent with their values, as opposed to expecting a reward for their efforts (MacKenzie et al, 2001).…”