Central Mindanao Colleges

Osmeña Drive Kidapawan City, 9400

LEADERSHIP BEHAVIOR AND JOB SATISFACTION OF LGU EMPLOYEES IN

KIDAPAWAN CITY

JUNE 2021
 CHAPTER 1

Introduction

The fundamental factors influencing the effectiveness of an organization

are leadership and employee job satisfaction (Tordera et al. (2008). That is,
leadership is considered one of the most important determinants of employees’
job satisfaction. It extensively influences employees’ motivation and dedication.
An organization is a social place where human resources play a significant role
in the organization’s effectiveness and efficiency. Effective leaders and
employees are those who give great help to any organization to achieve its
objectives and goals. Their effort and commitment to the organization are that
which helps an organization to succeed.

Many observations, academic documents, and circles agreed that

leadership greatly impacts any employee’s job satisfaction. Organizations
always try to earn more profit; which is related to the productivity of firms. And
the productivity of any firm is increased by its employees. For the satisfaction of
employees, the organization takes many steps. One of such steps is to provide
the best manager or supervisor who trains the employees to give the best
output in the organization because coordination with manager and employee
is very important to fulfill any task at a given time.

Leadership behavior is related to many factors inside the business itself.

Leadership has effects on an adaptation of employees and work rotations
(Lanier et al., 2010), A leader who directs individuals with different traits and
personalities, as well as characters to the organization’s objectives, may show
countless behaviors depending on these individuals at the same time as well as
in different times (Dalgın and Topaloğlu, 2010: 194). These leadership behaviors
are analyzed below under three categories.

Visionary leadership is the skill to create visions that could influence

people and move them in the direction of certain objectives and also to transfer
these visions to their followers (Buluç, 2009: 11). Visionary leaders provide
predictions for employees about future events and work to be done as well as
create an environment in which the organization could innovate, and by doing
so contribute to the increase of organizational performance (Yılmaz and
Karahan, 2010: 146). Additionally, their thinking is long-reaching, they make and
implement decisions related to the future within a certain plan and program
and consider the consequences of such beforehand (Avcı and Topaloğlu, 2009:
13). Alongside these benefits, what visionary leaders mostly do is to transfer their
own visions to their followers and try to realize these (Çakar and Arbak, 2003: 85).
This condition stands in the way of employees who may contribute to an
organization with new approaches.

Transformational leadership is accomplished by forming a commitment to

organizational goals and objectives and motivating followers in the direction of
these while convincing them that they will accomplish big goals (Tutar et al.,
2009: 1385; Erdoğan, 2007: 522). Transformational leaders attempt to keep
morale, motivation, the belief in accomplishment, and the values which keep
them together with high (Bushra et al., 2011: 262) while trying to establish a
strong bond with them (Masood et al., 2006: 942). In the transformational
leadership approach, leaders lead the attempts of change and manage this
process while forming transformational attempts with regard to organization
structure themselves. They desire to work with independent and critical thinking
individuals rather than working with personally committed people and they try
to achieve this (Budak and Budak, 2004: 431). Gül and Şahin (2011: 246) support
this argument and defined transformational leaders as confident and resolute
individuals who establish one-to-one relations with their subordinates, contribute
to their personal development, listen and try to resolve their problems, and put
importance on face to face relations.
 Interactional leadership behavior approach has been put forth by J. M.
Burns and developed by many researchers, particularly B. M. Bass (Koçel, 2010:
591) and argues that success is achievable as a result of going beyond the
ordinary behaviors in terms of the relationship between leader and followers
(Erdoğan, 2007: 522). Interactional leadership focuses more on employees’
duties and responsibilities, the expectation of the leader from his/her employees,
the importance of obedience to the leader, and the rewards resulting from
successfully completed jobs. Interactional leadership is a kind of leadership that
is contented with small-scale changes and is based on an exchange between
leader and followers (Tutar et al., 2009: 1388). Interactional leaders are inclined
to establish a relationship with their subordinates enabling them to be
independent while intending to provide for their minimum requirements and
aiming to increase their performances through rewards directed at these needs.

The concept of job satisfaction which is defined as the feelings and

attitudes of employees towards their job in the most general sense (Spector,
1997: 2) has become a field to study in the 1920s for the first time (Eğinli, 2009:
36). This concept has become a more pressing issue as its importance from the
perspective of businesses became clearer and studies have been conducted
increasingly since then. Job satisfaction is general satisfaction felt from the job,
the satisfaction of wage, security, social working conditions, opportunities of
development and promotion, etc. Firstly, this is the most important indicator to
show that conditions are deteriorating in any organization. Since job
dissatisfaction of employees could cause slowing down the work, lower
efficiency, and undisciplined behavior. Further, job dissatisfaction could cause
weakening of the organization’s immune system, lessening and even
completely diminishing its ability to react against external threats (Akıncı, 2002:
3). Secondly, it directly affects the physical and mental health of employees
and results in an increase or decrease in their performance and efficiency (Aşık,
2010, p. 32).
 Job satisfaction increases employees’ happiness levels as well as their
organizational commitment and enables labor turnover rate in the business (Gül
et al., 2008). In cases where there is low to no job satisfaction, absence and
tendency to quit the job increase, organizational commitment decreases,
alienation with regard to the job and workplace start, mental and physical
disturbances arise, the possibility of damaging coworkers and equipment
increases (Eğinli, 2009: 36; ). Injustices in the workplace such as discrimination
and favoritism create stress on employees and decrease their job satisfaction.

Statement of the Problem

This study will determine the influence of Leadership Behavior and Job
Satisfaction of LGU Employees in Kidapawan City. This research aims to answer
the following questions:

1. What is the level of Job Satisfaction of LGU Employees in terms of

1.1 Management style of workplace

1.2 Job

1.3 Working environment

1.4 Occupational Development

1.5 Independency

1.6 Promotion prospects in the workplace

2. What is the level of visionary Leadership of LGU Employees in terms of

2.1 Strategy and Policies

2.2 Strategic and Organizational goals

 2.3 Responsibility

2.4 Vision

3. Is there a significant relationship between Leadership Behavior and Job

Satisfaction of LGU Employees?

4. Is there any differences in the respondents’ views about the impact of the
relationship between Leadership behavior and Job Satisfaction in terms of:

4.1 Gender

4.2 Age

4.3 Marital Status

4.4 Level of Education

Theoretical Framework

Leadership theories have proposed several leadership behaviors such as:

autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative,
situational, transactional, and transformational leadership. But there is consensus
among researchers that a particular leadership behavior will yield result in a
particular situation. In other words, a single leadership behavior is not ideal for
every situation. And a leader may be more effective in a particular situation but
may not emerge as effective a different situation (Mosad and
Yarmohammadian, 2006.

Job satisfaction reflects the extent to which an individual likes the job. And
the organizations with satisfied employees are more productive than those with
unsatisfied employees (Hellriegel and Slocum, 2007). Churchill, Ford, and Walker
(1974) conceptualized job satisfaction, composed of factors such as job itself
and the work environment. It results from the perception of their jobs and the
degree to which there is good fit between employees and the organization.
Emotional experiences in working life are inevitable. Vecchio (2000) defined job
satisfaction as one’s feelings and thinking towards his/her work. Job satisfaction
is a pleasurable or positive emotional state resulting from the appraisal of one’s
job or job experiences (Nelson and Quick, 2000 and Luthans, 2008). While Malik
213 Muchinsky (2007), defined job satisfaction as the degree of pleasure an
employee derives from his or her job. Hulin and Judge (2003) asserted that an
employee’s affective reaction to a job is based on a comparison of actual
outcomes derived from job with those expected. Job satisfaction has been
treated both as a general attitude and satisfaction with five specific dimensions
of the job. It includes employee feelings about various aspects of job such as
pay, promotion opportunities, work conditions, supervision, organizational
practices and relationships with co-workers (Misener et al., 1996). 1.7 Factors
affecting Job Satisfaction Several factors such as pay, promotion, autonomy,
working conditions, co workers, supervisory support etc. influence employee job
satisfaction. Irvine and Evans (1995); Nissa (2003); and Malik (2011) have
highlighted the importance of work characteristics (routine, autonomy and
feedback), how the work role is defined (role conflict and role ambiguity) and
work environment (leadership, stress, advancement opportunities and
participation) in relation to job satisfaction. Leadership is viewed as an important
determinant/predictor of organizational effectiveness and employee job
satisfaction. Studies show that there is a positive correlation between leadership
and employee job satisfaction (Malik, 2011; Yousef, 2006; Berson and Linton,
2005; Seo et al., 2004; Nissa, 2003; Mosadeghrad, 2003a; Vance and Larson,
2002; Chiok Foong Loke, 2001; Dunham-Taylor, 2000; Stordeur et al., 2000;
Hespanhol et al., 1999; Morrison et al., 1997; Lowe et al., 1996; Martin, 1990).
Downey et al., 1975; and Kahai et al., 1997 have reported higher level of job
satisfaction under directive leadership behavior when task was highly structured
and under supportive behavior when task was highly unstructured. While, Kim
(2002) identified a positive relationship between participative leadership
behavior and employees’ job satisfaction

Conceptual Framework

Leadership behaviour and job

satisfaction of LGU employees
of Kidapawan City
Job satisfaction of
 Interactional Leadership employee
 Visionary leadership
 Transformational
leadership
 Chapter 3

Methodology
This chapter presents the research design, research respondents, research
instruments, and statistical tools. In this scope, 50 questionnaires in total have
been filled out. 1 questionnaire were regarded as invalid during analysis 49
questionnaires were included.

Research Design
This study will be using the descriptive correlational research design.
Descriptive research aims to accurately and systemically describe a population,
situation, or phenomenon. A descriptive research design can use a wide variety
of research methods to investigate one or more variables. It involves the
identification of attributes of a particular phenomenon based on an
observational basis, or the exploration of the correlation between two or more
phenomena (Creswell, 2002). Moreover, a correlational research design
measures a relationship between two variables without the researcher
controlling either of them. It aims to find out whether there is either: a positive
correlation. Correlational research design in which the researcher is interested in
the extent to which two variables co-vary, that is where changes in one variable
are reflected in changes in the other (Creswell, 2012).

Research Respondents
The respondents of this research will be the 49 LGU employees in
Kidapawan City. The purposive sampling technique will be employed in
selecting the respondents. This technique is a form of non-probability sampling in
which decisions concerning the individuals to be included in the sample are
taken by the researcher, based upon a variety of criteria which may include
specialist knowledge of the research issue, or capacity and willingness to
participate in the research (Oliver, 2006). Meanwhile, the selection of the
respondents follows with criteria that he/she must be an LGU employee of
Kidapawan City.

Research Instrument

This study will be using an adapted questionnaire in obtaining data from

the respondents which will be patterned from the site, literature, and previous
studies. The tool is divided into three sections and namely: Job Satisfaction,
Leadership Behavior, and Demographic Profile of LGU Employees. In job
satisfaction, Leadership Behavior, and demographic profile, it was adapted
from Voon et al. (2001). To ensure the accuracy of measurements, the
questionnaire will be subjected to content validity and reliability analysis.
The Job Satisfaction factor is a type of section that measures Job
Satisfaction. The higher the score on the section, the more satisfied the
employees. Items will be scored corresponding to the extent of agreement,
with strongly agree, agree, neutral, disagree, and strongly disagree.
The Leadership behavior is a type of section that measures Leadership
Behavior. The higher the score on the section, the more satisfied the employees.
Items will be scored corresponding to the extent of agreement, with strongly
agree, agree, neutral, disagree, and strongly disagree.
The Demographic Profile of the LGU Employees section identifies what
corresponds to the respondents in terms of gender, age, marital status, and
educational level.

Statistical Tools
This study will utilized Descriptive statistics frequencies to count the heads
of per respondents in Leadership Behavior and Job Satisfaction of LGU
Employees in Kidapawan City
 CHAPTER 4

RESULTS AND DISCUSSION

This chapter describes the results of the data analysis. The profile of the

respondents, the mean and standard deviation are used to assess the measures

and the results of the hypotheses testing. This study has established a positive

correlation regression analysis between employee job satisfaction and

leadership behavior. The knowledge and information about employee

motivation helps managers understand how employees can be involved to

achieve process improvement (Mosadeghrad and Yarmohammadian, 2006).

PROFILE OF THE RESPONDENTS

Frequency

Statistics
gende age marital education
r status al level
Valid 49 49 48 48
N Missin
0 0 1 1
g

Frequency Table
gender
Frequen Percen Valid Cumulativ
cy t Percent e Percent
male 28 57.1 57.1 57.1
Vali femal
21 42.9 42.9 100.0
d e
Total 49 100.0 100.0

age
Frequen Percen Valid Cumulativ
cy t Percent e Percent
20-25 26 53.1 53.1 53.1
25-30 13 26.5 26.5 79.6
Vali 30-35 6 12.2 12.2 91.8
d 35
4 8.2 8.2 100.0
above
Total 49 100.0 100.0

marital status
Frequen Percen Valid Cumulativ
cy t Percent e Percent
single 25 51.0 52.1 52.1
marrie
Valid 23 46.9 47.9 100.0
d
Total 48 98.0 100.0
Missin Syste
1 2.0
g m
Total 49 100.0
educational level
Frequen Percen Valid Cumulativ
cy t Percent e Percent
bachelor
33 67.3 68.8 68.8
degree
master
5 10.2 10.4 79.2
degree
Valid
phd 3 6.1 6.3 85.4
high school 5 10.2 10.4 95.8
vocational 2 4.1 4.2 100.0
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Bar Chart
Statistics
I am satisfied I am satisfied I work in a The job I am The job I am I fee
with the with the job I good doing doing am a
manageme am doing working contributes provides me in m
nt style of environment to my enough place
work place occupation independen
al ce
developmen
t
Valid 49 49 49 49 49 49
N
Missing 0 0 0 0 0 0

Frequency Table

I am satisfied with the management style of work place

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 5 10.2 10.2 10.2
nuetral 9 18.4 18.4 28.6
Vali agree 23 46.9 46.9 75.5
d strongly
12 24.5 24.5 100.0
agree
Total 49 100.0 100.0

I am satisfied with the job I am doing

Frequen Percen Valid Cumulativ
cy t Percent e Percent
nuetral 12 24.5 24.5 24.5
agree 24 49.0 49.0 73.5
Vali
strongly
d 13 26.5 26.5 100.0
agree
Total 49 100.0 100.0
 I work in a good working environment
Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 4 8.2 8.2 8.2
nuetral 12 24.5 24.5 32.7
Vali agree 19 38.8 38.8 71.4
d strongly
14 28.6 28.6 100.0
agree
Total 49 100.0 100.0

The job I am doing contributes to my occupational

development
Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 6 12.2 12.2 12.2
nuetral 9 18.4 18.4 30.6
Vali agree 22 44.9 44.9 75.5
d strongly
12 24.5 24.5 100.0
agree
Total 49 100.0 100.0

The job I am doing provides me enough independence

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 1 2.0 2.0 2.0
nuetral 9 18.4 18.4 20.4
Vali agree 29 59.2 59.2 79.6
d strongly
10 20.4 20.4 100.0
agree
Total 49 100.0 100.0
 I feel as if I am at home in my work place
Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 6 12.2 12.2 12.2
nuetral 15 30.6 30.6 42.9
Vali agree 15 30.6 30.6 73.5
d strongly
13 26.5 26.5 100.0
agree
Total 49 100.0 100.0

Physical conditions of my work place are inadequate

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 6 12.2 12.2 12.2
nuetral 15 30.6 30.6 42.9
Vali agree 15 30.6 30.6 73.5
d strongly
13 26.5 26.5 100.0
agree
Total 49 100.0 100.0

I think I earn enough money

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.1 2.1
disagree
disagree 6 12.2 12.5 14.6
nuetral 11 22.4 22.9 37.5
Valid
agree 25 51.0 52.1 89.6
strongly
5 10.2 10.4 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0
 I think I earn enough money
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.1 2.1
disagree
disagree 6 12.2 12.5 14.6
nuetral 11 22.4 22.9 37.5
Valid
agree 25 51.0 52.1 89.6
strongly
5 10.2 10.4 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

The job I am doing raises my spirits

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 5 10.2 10.4 10.4
nuetral 14 28.6 29.2 39.6
agree 22 44.9 45.8 85.4
Valid
strongly
7 14.3 14.6 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Determines forward looking goals

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.1 2.1
disagree
Valid
disagree 1 2.0 2.1 4.2
nuetral 13 26.5 27.1 31.3
 agree 18 36.7 37.5 68.8
strongly
15 30.6 31.3 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Bar Chart
Statistics
Determines Has insights Enables Spends Puts forth Pro
forward about future employees effort for strategic lon
looking developmen to focus on employees and reso
goals ts organization to adapt organization for p
’s objectives organization al goals
’s strategy
and policies.
Valid 48 49 49 49 49
N
Missing 1 0 0 0 0

Frequency Table

Determines forward looking goals

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.1 2.1
disagree
disagree 1 2.0 2.1 4.2
nuetral 13 26.5 27.1 31.3
Valid
agree 18 36.7 37.5 68.8
strongly
15 30.6 31.3 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0
 Has insights about future developments
Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 2 4.1 4.1 4.1
nuetral 8 16.3 16.3 20.4
Vali agree 23 46.9 46.9 67.3
d strongly
16 32.7 32.7 100.0
agree
Total 49 100.0 100.0

Enables employees to focus on organization’s objectives

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 2 4.1 4.1 4.1
nuetral 13 26.5 26.5 30.6
Vali agree 28 57.1 57.1 87.8
d strongly
6 12.2 12.2 100.0
agree
Total 49 100.0 100.0

Spends effort for employees to adapt organization’s strategy

and policies.
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.0 2.0
disagree
disagree 2 4.1 4.1 6.1
Vali nuetral 10 20.4 20.4 26.5
d agree 28 57.1 57.1 83.7
strongly
8 16.3 16.3 100.0
agree
Total 49 100.0 100.0

Puts forth strategic and organizational goals

 Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 3 6.1 6.1 6.1
nuetral 12 24.5 24.5 30.6
Vali agree 22 44.9 44.9 75.5
d strongly
12 24.5 24.5 100.0
agree
Total 49 100.0 100.0

Produces long term resolutions for problems

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.0 2.0
disagree
disagree 2 4.1 4.1 6.1
Vali nuetral 16 32.7 32.7 38.8
d agree 22 44.9 44.9 83.7
strongly
8 16.3 16.3 100.0
agree
Total 49 100.0 100.0

Enables employees to assume more responsibility

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.0 2.0
disagree
disagree 2 4.1 4.1 6.1
Vali nuetral 13 26.5 26.5 32.7
d agree 21 42.9 42.9 75.5
strongly
12 24.5 24.5 100.0
agree
Total 49 100.0 100.0
Tries to transfer his/her visions to employees as well as realize
them
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
6 12.2 12.2 12.2
disagree
disagree 13 26.5 26.5 38.8
Vali nuetral 13 26.5 26.5 65.3
d agree 11 22.4 22.4 87.8
strongly
6 12.2 12.2 100.0
agree
Total 49 100.0 100.0

Prevents employees from creating new ideas

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
4 8.2 8.2 8.2
disagree
disagree 10 20.4 20.4 28.6
Vali nuetral 13 26.5 26.5 55.1
d agree 13 26.5 26.5 81.6
strongly
9 18.4 18.4 100.0
agree
Total 49 100.0 100.0

Prevents the organization from doing new businesses

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 3 6.1 6.1 6.1
nuetral 10 20.4 20.4 26.5
Vali agree 20 40.8 40.8 67.3
d strongly
16 32.7 32.7 100.0
agree
Total 49 100.0 100.0
Bar Chart
 Statistics
Car Brings a Determines high Has a Avoids Causes Behaves
es new goals for determined establishing decrease in an unju
ab manage employees characterone to one commitment way in
out ment relations to reward a
the approac with organizational punishme
opi h by employees goals and system
nio using objectives
ns his/her
of personal
em traits
plo
yee
s
V
a
49 49 48 48 48 48
li
d
N M
is
si 0 0 1 1 1 1
n
g

Frequency Table

Cares about the opinions of employees

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 7 14.3 14.3 14.3
nuetral 15 30.6 30.6 44.9
Vali agree 14 28.6 28.6 73.5
d strongly
13 26.5 26.5 100.0
agree
Total 49 100.0 100.0
 Brings a new management approach by using his/her
personal traits
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly disagree 2 4.1 4.1 4.1
V
disagree 1 2.0 2.0 6.1
a
nuetral 10 20.4 20.4 26.5
l
agree 21 42.9 42.9 69.4
i
strongly agree
d 15 30.6 30.6 100.0
Total 49 100.0 100.0

Determines high goals for employees

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.1 2.1
disagree
disagree 2 4.1 4.2 6.3
nuetral 13 26.5 27.1 33.3
Valid
agree 17 34.7 35.4 68.8
strongly
15 30.6 31.3 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Has a determined character

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 1 2.0 2.1 2.1
Valid nuetral 10 20.4 20.8 22.9
agree 23 46.9 47.9 70.8
 strongly
14 28.6 29.2 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Avoids establishing one to one relations with employees

Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
1 2.0 2.1 2.1
disagree
disagree 12 24.5 25.0 27.1
nuetral 13 26.5 27.1 54.2
Valid
agree 14 28.6 29.2 83.3
strongly
8 16.3 16.7 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Causes decrease in commitment to organizational goals and

objectives
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
4 8.2 8.3 8.3
disagree
disagree 14 28.6 29.2 37.5
nuetral 10 20.4 20.8 58.3
Valid
agree 13 26.5 27.1 85.4
strongly
7 14.3 14.6 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Behaves in an unjust way in reward and punishment system

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 15 30.6 30.6 30.6
nuetral 15 30.6 30.6 61.2
Vali agree 17 34.7 34.7 95.9
d strongly
2 4.1 4.1 100.0
agree
Total 49 100.0 100.0

Bar Chart
 Statistics
Supports Behaves Doesn’t Wants to Doesn’t Causes
out of in an give be have an decreas
ordinary unjust independe obeyed interest in e in
behaviors way in nce to needs of commit
reward employees employees ment to
and over the organizat
punishme job they ional
nt system are goals
performing and
objective
s
V
a
l 49 49 49 49 49 48
i
d
M
N
i
s
s 0 0 0 0 0 1
i
n
g

Frequency Table

Supports out of ordinary behaviors

Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 5 10.2 10.2 10.2
nuetral 17 34.7 34.7 44.9
Vali agree 22 44.9 44.9 89.8
d strongly
5 10.2 10.2 100.0
agree
Total 49 100.0 100.0
Behaves in an unjust way in reward and punishment system
Frequen Percen Valid Cumulativ
cy t Percent e Percent
disagree 15 30.6 30.6 30.6
nuetral 15 30.6 30.6 61.2
Vali agree 17 34.7 34.7 95.9
d strongly
2 4.1 4.1 100.0
agree
Total 49 100.0 100.0

Doesn’t give independence to employees over the job they

are performing
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
4 8.2 8.2 8.2
disagree
disagree 17 34.7 34.7 42.9
Vali nuetral 17 34.7 34.7 77.6
d agree 9 18.4 18.4 95.9
strongly
2 4.1 4.1 100.0
agree
Total 49 100.0 100.0

Wants to be obeyed
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
2 4.1 4.1 4.1
disagree
disagree 5 10.2 10.2 14.3
Vali nuetral 15 30.6 30.6 44.9
d agree 20 40.8 40.8 85.7
strongly
7 14.3 14.3 100.0
agree
Total 49 100.0 100.0
 Causes decrease in commitment to organizational goals and
objectives
Frequen Percen Valid Cumulativ
cy t Percent e Percent
stronly
4 8.2 8.3 8.3
disagree
disagree 14 28.6 29.2 37.5
nuetral 10 20.4 20.8 58.3
Valid
agree 13 26.5 27.1 85.4
strongly
7 14.3 14.6 100.0
agree
Total 48 98.0 100.0
Missin
System 1 2.0
g
Total 49 100.0

Bar Chart
Conclusion

There are many studies concerning the relation between leadership and

job satisfaction. When studies are analyzed, it is observed that leadership styles

have an important influence on job satisfaction. The harmony between leader

and employees is one of the main factors to contribute to job satisfaction in a

negative or positive way. A study conducted by Rad and Yarmohammadian

(2006) proves this fact. According to the findings of studies, a manager who has

the features of participative leadership does not carry the company forward;

the company stays in the same position for a long while and does not progress;

in addition, this type of leadership decreases job satisfaction, increases labor

turnover rate as well as burnout time. On the contrary, supportive management

style and open communication from the part of managers influences

employees’ performance in a positive way. Employers who work for a manager

with such a leadership style have high job satisfaction levels.

The present study has attempted to determine what kind of effect do

leadership behaviors of managers have on job satisfaction of employees. The

results of analyses showed that visionary leadership had the highest effect on

job satisfaction levels of employees. The managers working in hospitality

businesses strengthen visionary leadership perception of employees and

increase their job satisfaction levels by having a clear strategy, policy and vision

in the name of the organization and transferring such to employees as well as by

motivating them to assume more responsibility and by putting forth

organizational goals. Second leadership type that had a positive effect on job

satisfaction of employees was transformational leadership. Transformational

leadership perception of employees strengthens while their job satisfaction

levels increase by managers who bring a new approach of management to the

organization using their personal traits, value thoughts of employees, spend

effort to listen and resolve their problems, determine high goals for them and

have determined characters. On the other hand, interactional leadership which

was included in the study is found to have a negative effect on job satisfaction.

In this context, unjust behavior of managers in reward and punishment system,

their inability to constitute a positive work environment as well as their

indifference towards needs of employees decrease job satisfaction of

employees. As it is seen, the inability of managers to practice an interactional

leadership style creates a negative effect on job satisfaction of employees. In

such a case, employees would start to lose their commitment to the

organization at first, then would pass to an alienation phase and at the end the

intention to leave the job would arise. Negative conditions which are present

within employees would reflect on customers directly in long term. Especially the

multitude of competing hotels and destinations with similar products is

considered, hospitality industry would easily lose its customers. Therefore, as an

industry which prioritizes human factor due to its labor intensive structure,

providing and sustaining job satisfaction in tourism sector is of great importance

for the businesses in the short term and for the country tourism in the long term.

Since the attitudes and behaviors of employees who are not satisfied with their

job would reflect to customers and would cause people not to chose the same

hospitality business or even the same destination again.

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