Research shows that across many organizations, the laissez-faire leadership style and the democratic-transformational leadership style have the greatest positive impact on employee job satisfaction, followed by the transformational leadership style and the democratic leadership style, respectively. On the other hand, the autocratic leadership style has been shown to have a negative impact on employee job satisfaction across many organizations.
The following are empirical studies done on the effect of leadership styles on employee job satisfaction from different parts of the world.
The impact of leadership styles on job satisfaction of employees in the government communications and information technology sector in Egypt
The study explored the impact of leadership styles on job satisfaction of employees in the government communications and information technology (CIT) sector in Egypt. The specific objectives of the study included the following: to determine the effect of the transformational leadership idealized influence attributes dimension on employee job satisfaction in the CIT sector in Egypt; to establish the effect of the transformational leadership idealized influence behaviors dimension on employee job satisfaction in the CIT sector in Egypt; to assess the effect of the transformational leadership inspirational motivation dimension on employee job satisfaction in the CIT sector in Egypt; to evaluate the effect of the transformational leadership intellectual stimulation dimension on employee job satisfaction in the CIT sector in Egypt; to examine the effect of the transformational leadership individualized consideration dimension on employee job satisfaction in the CIT sector in Egypt; to find out the effect of the transactional leadership contingent reward dimension on employee job satisfaction in the CIT sector in Egypt; and to establish the effect of the transactional leadership active management by exception dimension on employee job satisfaction in the CIT sector in Egypt (Attia et al., 2023).
The target population included 285,000 employees in the CIT government sector in Egypt. A sample size of 388 respondents was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive variables including frequency, percentage, mean, and standard deviation. Multiple regression analysis was used to assess the effect of the predictor variables on the outcome variables. The findings were presented in tables as deemed fit (Attia et al., 2023).
The results of regression analysis indicated that the predictor variables, including transactional leadership styles and transformational leadership styles, contributed 44.1% variance in employee job satisfaction in the CIT sector in Egypt. Specifically, the results of regression analysis’s standardized coefficients indicated that with all factors constant: transformational leadership styles contributed 47.1% variance in employee job satisfaction in the CIT sector in Egypt, while transactional leadership styles contributed 22.2% variance in employee job satisfaction in the CIT sector in Egypt (Attia et al., 2023).
Further, the results of regression analysis’s standardized coefficients indicated that with all factors constant: idealized influence attributes contributed 23.5% variance in employee job satisfaction in the ICT sector in Egypt; idealized influence behaviors contributed 1% variance in employee job satisfaction in the ICT sector in Egypt; inspirational motivation contributed 9% variance in employee job satisfaction in the ICT sector in Egypt; intellectual stimulation contributed 7.6% variance in employee job satisfaction in the ICT sector in Egypt; individual consideration contributed 17.6% variance in employee job satisfaction in the ICT sector in Egypt; contingent reward contributed 23.1% variance in employee job satisfaction in the ICT sector in Egypt; while active management by exception contributed 11.9% variance in employee job satisfaction in the ICT sector in Egypt (Attia et al., 2023).
Leadership and job satisfaction: implications for leaders of accountants
The study focused on the effect of leadership style on job satisfaction among employees at the University of Babylon, Iraq. The specific objectives of the study included the following: to determine the effect of democratic leadership style on job satisfaction among employees working at the University of Babylon; to establish the effect of autocratic leadership style on job satisfaction among employees working at the University of Babylon; to find out the effect of laissez-faire leadership style on job satisfaction among employees working at the University of Babylon; and to examine the effect of demographic factors, including gender, education qualification, and experience, on job satisfaction among employees working at the University of Babylon (Al-Owaidi et al., 2023).
The target population included employees of the University of Babylon in Iraq. A sample size of 50 respondents was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency, percentage, mean, and standard deviation. Pearson’s correlation analysis was adopted to assess the relationship between study variables. The findings were presented in tables as required (Al-Owaidi et al., 2023).
The results of correlation analysis indicated a positive and significant relationship between democratic style of leadership and laissez-faire leadership style and job satisfaction in the target organization. On the other hand, the autocratic leadership style had a negative but significant association with job satisfaction in the target organization. This means that the democratic leadership style and laissez-faire leadership style have a positive impact on job satisfaction among the target employees as compared to the autocratic leadership style. In addition, the findings revealed that gender, educational qualification, and experience had no significant impact on employee job satisfaction in the target university (Al-Owaidi et al., 2023).
Effects of leadership types on job satisfaction among Malaysian higher education institutions
The study explored the effects of leadership types on employee job satisfaction in higher institutions of learning in Malaysia. The specific objectives of the study included the following: to establish the effect of laissez-faire leadership style on job satisfaction in Malaysian institutions of higher learning, to assess the effect of transformational leadership style on job satisfaction in Malaysian institutions of higher learning, and to find out the effect of transactional leadership style on job satisfaction in Malaysian institutions of higher learning (Rosnizah et al., 2022).
The target population included staff working in institutions of higher learning in Malaysia. A sample size of 401 respondents was selected to participate in the study. Data collection was done using a questionnaire. Descriptive statistics such as frequency and percentage were used to analyze descriptive variables of the study. PLS-SEM analysis was used to examine the effect of the independent variables on the dependent variable. The results of data analysis were presented in tables as required (Rosnizah et al., 2022).
The findings indicate that laissez-faire leadership styles and transformational leadership styles had a positive and significant impact on employee job satisfaction in the target institutions. On the other hand, the results indicated that transactional leadership styles had a negative and insignificant impact on employee job satisfaction in the target institutions (Rosnizah et al., 2022).
Impact of leadership styles on job satisfaction: case study
The study focused on the impact of leadership styles on job satisfaction among workers of Istiklal Private Hospital in Amman, Jordan. The specific objectives of the study included the following: to assess the effect of transformational leadership style on job satisfaction among workers of Istiklal Private Hospital in Amman, Jordan, and to examine the effect of transactional leadership style among workers of Istiklal Private Hospital in Amman, Jordan (Alshaar, 2022).
The target population included 594 workers of Istiklal Private Hospital in Amman, Jordan. A sample size of 217 respondents was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency and percentage. Multiple regression analysis was employed to assess the effect of the predictor variables on the outcome variable. The results were presented in tables as deemed fit (Alshaar, 2022).
The results of regression analysis indicated that transactional leadership style, together with transformational leadership style, contributed 30.2% of the variance in job satisfaction among workers of Istiklal Private Hospital in Amman, Jordan. Specifically, the results of regression analysis’s standardised coefficient indicated that when all factors are kept constant, The transformational leadership style explained 27.6% variance in job satisfaction among workers of Istiklal Private Hospital in Amman, Jordan, while the transactional leadership style explained 32.1% variance in job satisfaction among workers at Istiklal Private Hospital in Amman, Jordan. This means that the transactional leadership style had a greater impact on job satisfaction among workers of Istiklal Private Hospital in Amman, Jordan, as compared to the transformational leadership style (Alshaar, 2022).
Relationship between leadership style and job satisfaction among physicians working in Greater Male Hospital
The study explored the effect of leadership style on job satisfaction among healthcare staff employed at Greater Hospital in Male, Maldives. Specifically, the study was set to achieve the following objectives: to evaluate the effect of transactional leadership style on job satisfaction among healthcare workers in Greater Hospital; to establish the effect of transformational leadership style on job satisfaction among healthcare workers in Greater Hospital; to determine the effect of autocratic leadership style on job satisfaction among healthcare workers in Greater Hospital; to find out the effect of democratic leadership style on job satisfaction among healthcare workers in Greater Hospital; and to assess the effect of laissez-faire leadership style on job satisfaction among healthcare workers in Greater Hospital (Rihshaan & Saeed, 2022).
The target population included 519 physicians working in health centers spread across Male, Maldives Islands. A sample size of 213 respondents was selected to participate in the study. Data collection was done using a questionnaire. Descriptive statistics such as frequency, percentage, mean, and standard deviation. Spearman’s correlation analysis was used to assess the association among study variables. Regression analysis was employed to assess the effect of independent variables on the dependent variable. The results were presented in tables as deemed fit (Rihshaan & Saeed, 2022).
The results of correlational analysis indicated that there was a positive relationship between the following variables: transformational leadership style and employee job satisfaction and democratic leadership style and employee job satisfaction. On the other hand, the study established that there was a negative relationship between the following variables: transactional leadership style and employee job satisfaction, autocratic leadership style and employee job satisfaction, and laissez-faire leadership style and employee job satisfaction (Rihshaan & Saeed, 2022).
The results of regression analysis indicated 95.4% variance in employee job satisfaction in the male region, the Maldives. Specifically, the results of regression analysis’s standardized coefficients indicated that when all factors are held constant, transformational leadership style contributed 60.6% variance in employee job satisfaction, while democratic leadership style contributed 55.2% variance in employee job satisfaction. On the other hand, the results indicated that transactional leadership style, autocratic leadership style, and laissez-faire leadership style had an insignificant effect on employee job satisfaction among the target healthcare workers (Rihshaan & Saeed, 2022).
Assessing the relationship between leadership styles and job satisfaction
The study examined the effect of leadership styles on job satisfaction among economic development professionals in the United States of America. The specific objectives of the study included the following: to evaluate the effect of democratic leadership style on job satisfaction among the target professionals; to assess the effect of autocratic leadership style on job satisfaction among the target professionals; to determine the effect of autocratic-transformational leadership style on job satisfaction among the target professionals; to establish the effect of democratic-transformational leadership style on job satisfaction among the target professionals; and to find out the effect of transformational leadership style on job satisfaction among the target professionals (Ratican, 2020).
The target population of the study included anonymous economic development professionals working in the United States of America. A sample size of 92 respondents was selected to participate in the study. Data collection was done using a questionnaire. Descriptive statistics were used to analyze the collected data. Regression analysis was used to assess the effect of the independent variables on the dependent variables. The results were presented in tables as required (Ratican, 2020).
The findings of regression analysis indicated that when all factors are maintained at a constant level: The democratic leadership style explained 40.3% variance in job satisfaction among the target professionals; the autocratic leadership style explained 19.8% variance in job satisfaction among the target professionals; the autocratic-transformational leadership style explained 28.9% variance in job satisfaction among the target professionals; and the democratic-transformational leadership style explained 45.4% variance in job satisfaction among the target professionals, while the transformational leadership style explained 44% variance in job satisfaction among the target professionals (Ratican, 2020).
The impact of leadership styles on job satisfaction: a study of the hospitality industry
The study examined the impact of leadership styles on employee job satisfaction in the hospitality industry in Alanya, Turkey. The specific objectives of the study included the following: to determine the effect of transformational leadership style on employee job satisfaction in the hotel industry in Turkey; to determine the effect of transactional leadership style on employee job satisfaction in the hotel industry in Turkey; and to find out the effect of laissez-faire leadership style on employee job satisfaction in the hotel industry in Turkey (Surucu & Sagbas, 2020).
The target population included staff working in the hotels located in Alanya, Turkey. A sample size of 311 was selected to participate in the study. Data collection was done using a questionnaire. Descriptive statistics were used to analyze descriptive variables of the study. Regression analysis was employed to assess the effect of the predictor variables on the outcome variable. The results were presented in tables as required (Surucu & Sagbas, 2020).
The findings of regression analysis indicated that transformational leadership style explained 45.9% of the variance in job satisfaction among employees in the target hotels; transactional leadership style explained 18.6% of the variance in job satisfaction among employees in the target hotels. On the other hand, the results indicated that laissez-faire leadership style had an insignificant impact on employee job satisfaction in the target hotels (Surucu & Sagbas, 2020).
Linking leadership styles to job satisfaction: perspective of employees in the Nigerian breweries industry
The study assessed the effect of leadership styles on job satisfaction in the Nigerian brewery industry. The specific objectives of the study included the following: to establish the effect of leadership style on job satisfaction among employees in the Nigerian breweries industry, to determine the effect of gender identity on job satisfaction among employees in the Nigerian breweries industry, and to find out the effect of age on job satisfaction among employees in the Nigerian breweries industry (Abayomi & Rahim, 2020).
The target population included 736 employees at Nigerian Breweries Plc. A sample size of 400 respondents was selected to participate in the study. Data collection was done using a questionnaire. Descriptive statistics, including frequency, percentage, mean, and standard deviation, were used to analyze descriptive variables of the study. Regression analysis was used to assess the effect of predictor variables on the outcome variables. The results were presented in tables as deemed fit (Abayomi & Rahim, 2020).
The results of regression analysis indicated that the predictor variables, including transactional leadership style, transformational leadership style, and laissez-faire leadership style, explained 13.6% variance in employee job satisfaction at Nigerian Breweries Plc. Specifically, the results of regression analysis’s standardized coefficient indicate that when all factors are kept constant, transactional leadership style contributed 5.2% variance in employee job satisfaction at Nigeria Breweries Plc, while laissez-faire leadership style contributed 15.2% variance in employee job satisfaction in the target company. On the other hand, the results indicated that transformational leadership style had a negative influence on employee job satisfaction. The results of the hypothesis test also indicated that there was no significant relationship between gender identity and level of job satisfaction in the target company. In addition, the findings revealed that the relationship between age and employee job performance was insignificant (Abayomi & Rahim, 2020).
Effect of leadership styles on employee performance in the Somali National Civil Service Commission
The study focused on the effect of leadership styles on employee performance in the Somali National Civil Service Commission. Specifically, the study aimed at achieving the following objectives: to establish the effect of transformational leadership style on employee performance in the Somali National Civil Service Commission; to assess the effect of transactional leadership style on employee performance in the Somali National Civil Service Commission; to evaluate the effect of laissez-faire leadership style on employee performance in the Somali National Civil Service Commission; and to examine the effect of servant leadership style on employee performance in the Somali National Civil Service Commission (Mohamed et al., 2018).
The target population included staff of the Somali National Civil Service Commission based at the headquarters of the commission in Mogadishu, Somalia. A sample size of 50 respondents was selected to participate in the study. Data collection was done using a questionnaire. Descriptives, including frequency, percentage, mean, and standard deviation, were used to analyze the collected data. Multiple regression analysis was used to assess the effect of predictor variables on the dependent variables. The findings were presented in tables as required (Mohamed et al., 2018).
The results of regression analysis indicated that the predictor variables, including transformational leadership style, transactional leadership style, laissez-faire leadership style, and servant leadership style, contributed 67.9% of the variance in employee performance among the staff working at the Somali National Civil Service Commission. Specifically, the results of regression analysis’s standardized coefficients indicated that when all factors are maintained at a constant, transformational leadership style contributed 12.9% variance in employee performance in the target organization; transactional leadership style contributed 14.6% variance in employee performance in the target organization; laissez-faire leadership style contributed 67.5% variance in employee performance in the target organization, while servant leadership style contributed 9.1% variance in employee performance in the target organization (Mohamed et al., 2018).
The impact of leadership styles on job satisfaction and the mediating role of perceived organisational politics
The study focused on the impact of leadership styles on job satisfaction among teachers in the public universities in Lahore, Pakistan. The specific objectives of the study included the following: to establish the relationship between transformational leadership style and job satisfaction; to assess the relationship between transactional leadership and job satisfaction; to examine the relationship between transformational leadership style and perceived organizational politics; to find out the relationship between transactional leadership style and perceived organizational politics; to examine the relationship between perceived organizational politics and job satisfaction; to assess the mediating role of organizational politics on the relationship between transformational leadership and job satisfaction; and to evaluate the mediating role of organizational politics on the relationship between transactional leadership and job satisfaction (Saleem, 2014).
The target population included teachers in the public-sector universities of Lahore, Pakistan. A sample size of 250 respondents was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency and percentage. Correlational analysis was done to evaluate the relationship between study variables. The results were presented in tables as deemed fit (Saleem, 2014).
The findings of correlational analysis revealed the following: transformational leadership style had a positive and significant association with teachers’ job satisfaction; transactional leadership style had a negative association with teachers’ job satisfaction; transformational leadership had a negative association with perceived organizational politics; transactional leadership style had a positive association with perceived organizational politics; perceived organizational politics had a negative association with job satisfaction; organizational politics positively affected the relationship between transformational leadership style and job satisfaction; and lastly, organizational politics plays a minimal role in mediating the relationship between transactional leadership style (Saleem, 2014).
Leadership styles and employee satisfaction: a correlation study
This study focused on employee preference for a particular leadership style at the National Iranian Oil Company (NIOC), Iran. Specifically, the study assessed employee preference for the following styles of leadership: transactional, transformational, autocratic, charismatic, and situational. The study assessed the impact leadership styles on job satisfaction among the employees working at NIOC (Afshinpour, 2014).
The target population included all the employees of NIOC that have worked for the company between 1 and 20 years. A sample size of 500 respondents was selected to participate in the study. Data collection was done using a questionnaire. Descriptive statistics such as frequency and percentage were used to analyze descriptive variables of the study. One-way regression analysis was employed to assess the effect of independent variables on the dependent variable. The results were presented in tables as needed (Afshinpour, 2014).
The findings indicated that when all factors are held constant: transactional leadership style contributed 6% variance in employee job satisfaction; transformational leadership style contributed 34.4% variance in employee job satisfaction; autocratic leadership style contributed 24.3% variance in employee job satisfaction; charismatic leadership style contributed 1.2% variance in employee job satisfaction; while situational leadership style contributed 63.6% variance in employee job satisfaction (Afshinpour, 2014).
Citations
Abayomi, A. and Rahim, A.G. (2020). Linking leadership styles to job satisfaction: perspective of employees in the Nigerian breweries industry. Ilorin Journal of Human Resource Management, 4(2).
Afshinpour, S. (2014). Leadership styles and employee satisfaction: a correlation study. International Letters of Social and Humanistic Sciences, 27, 156-169.
Al-Owaidi, A.R., Saleh, T.A., and Benmechirah, M. (2023). Leadership style and its relationship to job satisfaction from employees at the University of Babylon. Open Journal of Business and Management, 11, 2832-2848.
Alshaar, A.M. (2022). Impact of leadership styles on job satisfaction: case study. Academic Research in Business & Social Sciences, 12(7).
Attia, S.A., Zayed, A.A., Elsamadicy, A.M., Negm, E.M. (2023). The impact of leadership styles on job satisfaction of employees in the government communications and information technology sector in Egypt. Journal of Alexandria University for Administrative Sciences, 60(2).
Mohamed, H.A., Datche, E., and Kisingu, T. (2018). Effect of leadership styles on employee performance in the Somali National Civil Service Commission. International Journal of Novel Research in Humanity and Social Sciences, 5(3), 56-69.
Ratican, S. (2020). Assessing the relationship between leadership styles and job satisfaction. Journal of Management Research, 12(3).
Rihshaan, H. and Saeed, S. (2023). Relationship between leadership style and job satisfaction among physicians working in Greater Male’s hospitals. International Journal of Social Research and Innovation, 6(1).
Rosnizah, S., Diyana, K., Soon-Yew, J. and Haziman, Z. (2022). Effects of leadership types on job satisfaction among Malaysian higher education institutions. Asian Journal of Instruction, 10(1), 54-70.
Saleem, H. (2014). The impact of leadership styles on job satisfaction and the mediating role of perceived organizational politics. Procedia – Social and Behavioural Sciences, 172, 563-569. Surucu, L. and Sagbas, M. (2020). The impact of leadership styles on job satisfaction: a study of the hospitality industry. Journal of Administrative Sciences, 19(40), 323-346.
