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PERCEIVED AND PREFERRED STYLES OF LEADERSHIP INFLUENCES ON EMPLOYEE JOB SATISFACTION

PERCEIVED AND PREFERRED STYLES OF LEADERSHIP INFLUENCES ON EMPLOYEE JOB SATISFACTION The study was conducted in the headquarters of a mining company inPerth, Western Australia. The findings suggest that the dissonancefactor perceived leadership style received versus preferred style washigher for women than for men. Women, in fact, desired a more democraticstyle of leadership than men while the perceived styles were verysimilar for both genders. The dissonance factor was related to jobsatisfaction but it appears that the dissonance factor is a bettermeasure of longterm commitment to the organisation while jobsatisfaction appears to measure a shorterterm employee satisfaction.The results of the study suggest that high levels of commitment and jobsatisfaction are independent of the style of leadership received. Thischallenges the advice given by organisational behaviourists over thelast few years that a democratic style was necessary to improve jobsatisfaction, reduce absenteeism and labour turnover and increaseproductivity. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

PERCEIVED AND PREFERRED STYLES OF LEADERSHIP INFLUENCES ON EMPLOYEE JOB SATISFACTION

Journal of Managerial Psychology , Volume 6 (1): 5 – Jan 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0268-3946
DOI
10.1108/02683949110140048
Publisher site
See Article on Publisher Site

Abstract

The study was conducted in the headquarters of a mining company inPerth, Western Australia. The findings suggest that the dissonancefactor perceived leadership style received versus preferred style washigher for women than for men. Women, in fact, desired a more democraticstyle of leadership than men while the perceived styles were verysimilar for both genders. The dissonance factor was related to jobsatisfaction but it appears that the dissonance factor is a bettermeasure of longterm commitment to the organisation while jobsatisfaction appears to measure a shorterterm employee satisfaction.The results of the study suggest that high levels of commitment and jobsatisfaction are independent of the style of leadership received. Thischallenges the advice given by organisational behaviourists over thelast few years that a democratic style was necessary to improve jobsatisfaction, reduce absenteeism and labour turnover and increaseproductivity.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Jan 1, 1991

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