مقالے کی معلومات
جلد
شمارہ
مقالے کی قسم
زبان
تلخیص
The study aims to explore the interplay between leadership styles (transformational, transactional and laissez-faire) and
faculty job satisfaction (intrinsic, extrinsic and overall) in a public university of Pakistan. The study is a cross-sectional
survey and is analytic in nature. The whole faculty, 287 faculty members, of the chosen university was defined as the
sample. The findings highlight that there is a significant relationship between the group of independent variables
(transformational, transactional and laissez-faire leadership styles) and the faculty’s intrinsic, extrinsic and overall job
satisfaction. However, the group of independent variables has slightly stronger relationship with extrinsic job satisfaction as
compared to overall job satisfaction, and the relationship of independent variables with intrinsic job satisfaction is relatively
less strong. The transformational leadership style, in relation to the other two independent variables (transactional and
laissez-faire leadership styles), has a strong positive and statistically significant effect on faculty’s intrinsic, extrinsic and
overall job satisfaction. Whereas, the laissez-faire leadership style, relatively, has weak positive and statistically insignificant
effect on faculty’s intrinsic, extrinsic and overall job satisfaction. The transactional leadership style, on the other hand, has
comparatively weak negative and statistically insignificant effect on faculty’s intrinsic, extrinsic and overall job satisfaction.
Muhammad Amin, Saeeda Shah, Ijaz Ahmad Tatlah. (2013) Impact of Principals/Directors’ Leadership Styles on Job Satisfaction of the Faculty Members: Perceptions of the Faculty Members in a Public University of Punjab, Pakistan, Journal of Research and Reflections in Education, Volume 7, Issue 2.
-
Views
1004 -
Downloads
72