Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

A study of relationship between managers' leadership style and employees' job satisfaction

A study of relationship between managers' leadership style and employees' job satisfaction Purpose – The purpose of this descriptive and cross‐sectional study is to explore the relationships between managers' leadership styles and employees' job satisfaction in Isfahan University Hospitals, Isfahan, Iran, 2004. Design/methodology/approach – The data were collected through the distribution of two questionnaires among the 814 employees, first line, middle and senior managers of these hospitals through a stratified random sampling. Findings – The dominant leadership style of managers was participative. The mean score of employee‐oriented dimension of leadership style in first line, middle and senior managers were 52, 54, and 54 (from 75 credit) respectively. The mean score of task‐oriented dimension of leadership style in first line, middle and senior managers were 68, 69, and 70 (from 100 credit) respectively. The mean score of employee's job satisfaction was 3.26±0.56 on a 6 scale (moderate satisfaction), 1.9, 26.1, 64.7, and 7.3 percent of hospital employees had respectively very low, low, moderate, and high satisfaction with their job. Employees demonstrated less satisfaction with salaries, benefits, work conditions, promotion and communication as satisfier factors and more satisfaction with factors such as the nature of the job, co‐workers and supervision type factors. There was significant correlation ( p <0.001) between the use of leadership behaviors and employees and job satisfaction. Research limitations/implications – Employee job satisfaction depends upon the leadership style of managers. Nevertheless, participative management is not always a good management style. Managers should select the best leadership style according to the organizational culture and employees' organizational maturity. Originality/value – Although this study conducted in Iran, it is anticipated that the findings may have relevance on a broader scale. By replicating this study in different countries and contexts the results of could be very helpful for developing a new model of leadership with new implementation techniques that can be implemented easily and successfully in a cross cultural context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership in Health Services Emerald Publishing

A study of relationship between managers' leadership style and employees' job satisfaction

Download PDF
18 pages

Loading next page...
 
/lp/emerald-publishing/a-study-of-relationship-between-managers-leadership-style-and-fy97027Q8H
Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1366-0756
DOI
10.1108/13660750610665008
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this descriptive and cross‐sectional study is to explore the relationships between managers' leadership styles and employees' job satisfaction in Isfahan University Hospitals, Isfahan, Iran, 2004. Design/methodology/approach – The data were collected through the distribution of two questionnaires among the 814 employees, first line, middle and senior managers of these hospitals through a stratified random sampling. Findings – The dominant leadership style of managers was participative. The mean score of employee‐oriented dimension of leadership style in first line, middle and senior managers were 52, 54, and 54 (from 75 credit) respectively. The mean score of task‐oriented dimension of leadership style in first line, middle and senior managers were 68, 69, and 70 (from 100 credit) respectively. The mean score of employee's job satisfaction was 3.26±0.56 on a 6 scale (moderate satisfaction), 1.9, 26.1, 64.7, and 7.3 percent of hospital employees had respectively very low, low, moderate, and high satisfaction with their job. Employees demonstrated less satisfaction with salaries, benefits, work conditions, promotion and communication as satisfier factors and more satisfaction with factors such as the nature of the job, co‐workers and supervision type factors. There was significant correlation ( p <0.001) between the use of leadership behaviors and employees and job satisfaction. Research limitations/implications – Employee job satisfaction depends upon the leadership style of managers. Nevertheless, participative management is not always a good management style. Managers should select the best leadership style according to the organizational culture and employees' organizational maturity. Originality/value – Although this study conducted in Iran, it is anticipated that the findings may have relevance on a broader scale. By replicating this study in different countries and contexts the results of could be very helpful for developing a new model of leadership with new implementation techniques that can be implemented easily and successfully in a cross cultural context.

Journal

Leadership in Health Services – Emerald Publishing

Published: Apr 1, 2006

Keywords: Leadership; Employees; Job satisfaction; Hospitals; Iran

References

  • Job satisfaction of nurses in Ministry of Health Hospitals in Riyadh, Saudi Arabia
    Al‐Ahmadi, H.A.
  • Job satisfaction of psychiatric hospital employees: a new measure of an old concern
    Aronson, K.R.; Sieveking, N.; Laurenceau, J.P.; Bellet, W.
  • An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environments
    Berson, Y.; Linton, J.D.
  • Nurses' job satisfaction: a meta‐analysis of related variables
    Blegen, M.A.
  • Job satisfaction of health care staff employed at health centers in Turkey
    Bodur, S.
  • Leadership behaviours: effects on job satisfaction, productivity and organizational commitment
    Chiok Foong Loke, J.
  • Job satisfaction of hospital nurses: an empirical test of a causal model in Taiwan
    Chu, C.; Hsu, H.M.; Price, J.L.; Lee, J.Y.
  • Job satisfaction among hospice interdisciplinary team members
    Loach, R.
  • Nurse executive transformational leadership found in participative organizations
    Dunham‐Taylor, J.
  • Evaluating patient‐based outcome measures for use in clinical trials
    Fitzpatrick, R.; Davey, C.; Buxton, M.J.; Jones, D.R.
  • Satisfaction of physician assistants and other nonphysician providers in a managed care setting
    Freeborn, D.K.; Hooker, R.S.
  • Nurses' job satisfaction in mental health and neuro‐science setting
    Gangadhraiah, H.M.; Nardev, G.; Reddy, M.V.
  • Job satisfaction among mental health professionals in Rome, Italy
    Gigantesco, A.; Picardi, A.; Chiaia, E.; Balbi, A.; Morosini, P.
  • Demographic and attitudinal correlates of employee satisfaction with an ESOP
    Hallock, D.E.; Salazar, R.J.; Vennemanw, S.
  • Job satisfaction in Portuguese physicians in general medicine
    Hespanhol, A.; Pereira, A.C.; Pinto, A.S.
  • On the heritability of job satisfaction: the mediating role of personality
    Ilies, R.; Judg, T.A.
  • Job satisfaction and turnover among nurses: integrating research findings across studies
    Irvine, D.M.; Evans, M.G.
  • Contributors to satisfaction with management in hospital wards
    Kivimaki, M.; Kalimo, R.
  • Job security and job satisfaction among Greek fitness instructors
    Koustelios, A.; Kouli, O.; Theodorakis, N.