Influences of Transformational Leadership, Transactional Leadership, and Patriarchal Leadership on Job Satisfaction of Cram School Faculty Members

Abstract

While there is a decline in the annual population of Taiwan, the number of crams schools in the supplementary education industry is increasing. A concern is that there are not enough students to go around. Cram schools are facing a difficult situation to survive in the industry. Therefore, a great and useful leadership method is needed to help leaders lead their faculty members and organizations so that they can survive and even grow in this white-hot industry. In this study, 400 New Taipei City cram school faculties were invited to be the research objects to study the influences of transformational leadership, transactional leadership, and patriarchal leadership on job satisfaction. This study adopted the method of intentional sampling to conduct a questionnaire survey. After collecting data, SPSS12.0 software was used to analyze the descriptive statistics, reliability analysis, description of statistics, t-test method of single factor analysis of variance, and regression. As a result of this research, the employees under transformational leadership have a larger positive result on outer job satisfaction while patriarchal leadership has positive influences on inner job satisfaction. Encouraging subordinates with positive responses, inspiring speeches, and compliments could make subordinates satisfied with the company and interaction with colleagues, while teaching subordinates behavior sets up a moral and authorized style and controlling the organization directly could let subordinates get a sense of accomplishment from work. This study is aimed to provide suggestions and references for the cram schools’ leaders to change their leadership styles and improve their employees’ job satisfaction. Cram schools that take the suggestions and references could improve their working environment and become more competitive in the education industry.

Effects of Perceived Leadership Style and Organizational Commitment on Job Satisfaction Among Non-Teaching Employees of Federal Universities in South-East Nigeria

“…A number of scholars have defined employee job satisfaction as "general attitude towards the job (Rocca & Kostanki, 2001), psychological response and attitude towards specific job (Grunberg, 1979), positive or negative feelings of the level of satisfaction for the job (Spector, 1997), how a person perceives his job and extent to which one likes a job (Hulin & Judge, 2003), extent to which workers like their work, the difference between employees expectations and what they received (Ezeamama, 2019), level at which employees achieve positive results that relate to work through positive attitude and affective motivation (Lan, Chang, Ma, Zhang and Chuang , 2019), and how satisfied employees feel, concerning wages, work hour or benefits (Styron and Styron, 2017). The evaluation appears to be multi-faceted, such as: amount of wages one receives, the amount of job input, welfare packages available, hours put in work, bonuses, healthcare facilities, level of interference from management, organizational climate, and amount of time allocated for relaxation in-between work and room for personal development.…”

Transformational Leadership Job Satisfaction’s Relationship with Innovativeness in Elementary Schools

“…When the results obtained in this study are compared with the researches in the field, similar results are seen. In the study of Lan, Chang, Ma, Zhang and Chuang (2019), it is seen that the transformational leadership perceptions of young and old teachers are lower than those of teachers in the middle age group. In the study conducted by Şirin, Aydın, and Bilir (2018), young participants and older participants had a lower average than middleaged participants, but this difference was not significant.…”

Leadership Style of Head Nurses against Job Satisfaction and Organizational Commitment of Staff Nurses

“…Transactional leaders use their power and authority, while transformational leaders motivate people to work for a new larger and create change to improve the organization. 25,26 Organizational commitment, however, is also influenced by a host of other factors. The leader should not discount the fact that an individual's cognitive, affective and psychomotor components can also affect job commitment.…”