Leadership Styles and Nursing Faculty Job Satisfaction in Taiwan - Research Paper Example

?Chen, Beck, and Amos (375-379) studied Leadership Styles and Nursing Faculty Job Satisfaction in Taiwan. They claimed that most nursing faculties choose the leaders depending on academic performance, which results in unprepared or incompetent nursing deans and department heads. Chen, Beck, and Amos (376) study aimed at determining job satisfaction amongst nurses in Taiwan. The study explored how faculty nurses perceived leadership styles of their nursing deans and directors. The study was descriptive, correlational, and cross-sectional and entailed use of self-administered questionnaires. 18 schools offering nursing programs participated and 286 of the 400 distributed, which was equivalent to of 73% response, 93.7% being female while 18% were males aged 31-40 years and from different positions. On the other hand, Chen, Beck, and Amos (378-379) found out that leadership style affects job satisfaction. In Taiwan, faculty nurses perceived that nursing deans and directors preferred transformational as opposed to transactional leadership. However, the nursing faculties preferred use of transactional leadership, which results in contingent compensation and most were thus unsatisfied with wide usage of transformational leadership which characterized by individualized consideration. The study concluded that there was need for improvement in training and development programs to eliminate the variance in job satisfaction in faculty nursing in Taiwan. This study relates to my study since it examines how leadership style affects job satisfaction. Ram and Prabhakar (40-55) did a study on Leadership Styles and Perceived Organizational Politics as Predictors of Work Related Outcomes. The study investigated how the perceptions on organizational politics affected job satisfaction, job involvement, turnover intentions, and job stress. The study entailed interviewing 310 employees from Telecom Jordan from different management positions of whom 217 were male and 93 were female of varying ages. The data was analyzed using SPSS and descriptive statistics such as Means and Standard deviation. Ram and Prabhakar (51-53) found that perceptions of organization politics affected job involvement, job satisfaction, turnover intentions, and job stress. Additionally, the study showed that transformational leadership results in positive perceptions on job involvement and job satisfaction but affected turnover involvement and job stress negatively. However, transactional leadership positively affects job perceptions in organization politics, which affected and job stress and turnover intentions. The study failed to examine other features of political perception affecting job satisfaction. However, the study is important to my research since it exhibit how leadership affects political perceptions hence job satisfaction. Ghorbanian, Bahadori, and Nejati (1-7) did another study on the relationship between managers’ leadership styles and emergency medical technicians’ job satisfaction. The study aimed at examining the leadership styles used by managers and the job satisfaction amongst emergency medical technicians. The study made use of descriptive and cross-sectional methods and involved 21 managers and 87 emergency medical technicians selected from three stations in Isfahan city in Iran. Data was collected using Multiple Leadership Questionnaire and analyzed using Job Descriptive Index to explore satisfaction levels. The study showed that there is a relationship between leadership style and job satisfaction and that most emergency medical technicians related to transformational leadership as compared to transactional leadership style. Though some managers and technicians related to laissez-faire management style, there was no connection between this leadership style and job satisfaction. Ghorbanian, Bahadori, and Nejati (6-7) concluded that policy makers in health sectors should focus on implementation of transformational leadership to increase job satisfaction amongst medical emergency staff. The study relates to my study since it can help examine how improving leadership style can help increase job satisfaction. Effect of Transformational Leadership on Employees’ Job Satisfaction and Organizational Commitment in Banking Sector of Lahore (Pakistan) is an article by Bushra et al. This study relates with the research on what leaders can do to improve job satisfaction in that it evaluates the effects of transformational leadership on employees. In addition, the paper puts more light on what leadership entails defines it as a bond that makes people work together. Leadership is also a process of influencing people to get desired results. The study investigates existence of a relationship between transformational leadership and job satisfaction and organisation commitment of employees working in the banking sector. The study included three banks, which were selected on a random sampling basis to avoid bias. Researchers used questionnaires as a method of this study each consisting of thirty-five items designed on a 5-point Likert scale. From the 200 questionnaire dispatched, 133 of them came back duly filled depicting a 65% response rate. The results showed a 3.46 mean value for overall job satisfaction, which depict positive attitude of employee towards their job. Additionally, the results showed a 2.4 mean for transformational leadership, which depicts team oriented leadership style of the supervisor (Bushra et al 264). The study concluded that transformational leadership positively affects job satisfaction and organisational commitment of employees. However, this study had limitations in that only a small sample was collected, which is not enough to generalize. Future studies need to adopt a broader approach. Rowold in the research on “Effects of Transactional and Transformational Leadership of Pastors” sought to validate transactional-transformational paradigm. The researcher recognises the tough task placed on pastors of motivating and satisfying their congregation. The study had one main goal of evaluating pastoral leadership behaviour on the congregation. A sample included 247 followers of pastors form 74 different evangelical Protestants churches in Germany. Every participant had to rate their extra efforts in four designed ways. Results revealed that transformational leadership influenced positively followers satisfaction, their extra effort, their effectiveness, and job satisfaction (Rowold 410). However, the research sample came from protestants church, which hinder generalisation. I suggest that the research be repeated to other denominations and countries to allow generalization. However, the concept of the study can be borrowed and employed in other work platforms especially in corporate world where motivation has over the years been attributed to remunerations and attractive pay packages. In his target article, “Participative Management and Job Satisfaction: Lessons for Management Leadership” Kim presents great thoughts towards the positive relationship between job satisfactory and participative management. The study emphasizes much on the effective management as the prime factor augmenting employee satisfaction. The purpose of the study is to highlights the positive influence of effective management that incorporates effective supervisory and communication and in turn, enhance employees’ job satisfactory. The study extends its research by carrying out a literature review in both private and public sectors on job satisfaction and participative management. The author conducted a survey in 1999 to access the employees’ work environments and strategic planning of leadership. In this case, employees and employers from are the population being surveyed. In depth, the author discusses issues that emerge from having a participative management in any given organization. The findings demonstrate positive results between participative management and job satisfactory collected from different demographic variable. In brief, the study affirms that effective management birth effective communication, which is a prime factor that boost employees’ job satisfactory. This article is deep in content as it discusses facts and information that is mandatory for public management and organization management. However, for future research, the article should major on different age groups to analyze the impact of management and work on individuals’ satisfaction as it relies much on the older, male, and educate employees. In their article, Riaz and Haider capture readers’ attention on their subject, The Role of Transformational and Transactional Leadership on Job Satisfaction and Career Satisfaction. The purpose of the article is to determine the significance of transactional and transformational leadership style on career satisfaction and job success. To achieve its objective, the article conducted a research on two hundred and forty employees from various private organizations from Pakistan who were interviewed on career satisfaction and job success. The findings indicated a positive trend of transactional leadership towards job success while transformational towards job success and career satisfaction. The findings of the analysis indicated that transformational leadership is crucial on job success while transactional leadership to career satisfaction. For future research, the article should conclude its assumption on the impact of transactional and transformational leadership on career satisfaction and job success to comprehend in depth on the findings of the two leadership styles presented. Effective managerial leadership is a key factor associated with nurse job retention and job satisfactory. In her article, Kleinman aims to discuss the managerial leadership behaviours linked with staff nurses turnover. Her purpose was to establish the leadership styles that contribute most to job satisfaction. To gather information, the author conducted a research at a community hospital within North-eastern United States where all nurse mangers, staff nurses participated. The population sample comprised ten nurse managers and seventy nine staff nurses who successfully completed the questionnaires. The findings indicated that staff nurses demonstrated a high score on transformational leadership. However, the transactional leadership style appealed unfavourable to staff nurse satisfaction particularly among those that work at evening shifts. This article captures readers’ attention as how transformational leadership is associated with job satisfaction among staff nurses. Although the article is exceptional, it has biases on the population surveyed in that at least 40% of the staff nurses worked night shifts therefore limited the validity of the findings from this setting. For future researches, it is important to survey the population from different settings for validity. The article Impact of Organization Culture on the Job Satisfaction of the Employees (Banking Sector of Pakistan) explores the role of organizations in enhancing job satisfaction among their employees. The author explores the impacts rewards, benefits, policies, and effective communication in promoting work place satisfaction. Throughout the study, the author aims to make a concise definition of organization culture. Firstly, the study assumes a hypothesis that defines organization culture as a collection of values within an organization. The study applied standardized questionnaires and stratified random sampling as the key methodology. The study indicates a strong correlation between levels of employee satisfaction and work place polices. According to Shah et al., most employees responded positively to rewards and other employees support initiatives (13). In addition, employee’s motivation was highly dependent on their pay package and organization’s culture. Communication between employees and the management is a major determinant of organization culture and hence employee’s satisfaction. Although the article has well developed results, it assumes the existence of a universal organization culture. Thus, future research should allow cultural variation across different organizations. Leadership behaviour of nurse managers in relation to job Satisfaction and work climate Human resource is the most significant asset of any organization. The value of employees can only be realized through effective management. The article Leadership behavior of nurse managers in relation to job Satisfaction and work climate evaluates the role of employee’s motivation in enhancing employee’s performance. Employees are the key drivers of success in any organization (Sellgren and Tomson 579). Thus, motivation and job satisfaction results from employee recognition efforts and reward. The study targeted leadership and organization in medical institutions by evaluating leadership behaviours that promote job satisfaction. The study population was drawn from a university hospital in Sweden where a sample of 77 nurse managers was selected. The researcher utilized qualitative research models and questionnaires as the main research tool. According to the study, the management team has the responsibility of promoting supportive work climate in the organization. Creative work environment helps to reduce employee’s turnover and enhance job satisfaction. The study defines a relationship between leadership, creative work environment, and job satisfaction. However, the study assumes that the results are valid in other organizations outside the medical field. Job satisfaction refers to the abilities of a job position to match with the needs of an employee. The term can also be described as the attitude of employees towards their job or workplace. The study seeks to establish the different dimensions that define job satisfaction among education workers. The researcher evaluates the impacts of rewards and employees recognition in boosting employee’s satisfaction. According to the study, performance can only be measured through an analysis of employee’s behavior. Public recognition of employees also plays a significant role in employee satisfaction and hence an equal measure. According to the study, job satisfaction is directly dependent on rewards, recognition, supervision, and satisfaction. These results are verified through a quantitative study that applies questionnaires as the main research tool. Although motivation and supervision plays a significant role in promoting performance, employees are more often than not concerned with their earnings. Periodicity of salary increment allowances and other compensation is vital. The study has limitations of generalization due to monetary value variation resulting from inflation and other economic pressures. Many researches seem to delve in to understanding the role of leaders in improving job satisfaction. Webb conducted a rigorous research on the correlation between leadership behaviors and job satisfaction among followers in Christian colleges and universities in North America. Specifically, the study zeroed in on transformational, transactional, and laissez-faire types of leadership and investigated how these types of leadership influenced job satisfaction among followers. In the study, a sample of 105 Christian educational institutions were considered whereby data was obtained from financial, student affairs, and chief academic affairs administrators. Research respondents spanned across 223 vice-presidents and chief officers from 104 member CCCU institutions. In this study, Multifactor Leadership Questionnaire was used for data analysis. An important aspect of this study is that it also considered different models of job satisfaction. Notably, it was found out that “Attributed Charisma, Individual Consideration, and Contingent Reward were significant predictors of followers’ job satisfaction in all three combined models” (Webb, 2008, p. 28). It was concluded that leaders who are highly confident, assertive, charismatic, and hold strong beliefs were the most motivating. However, Webb’s study failed to consider the impact of leaders with contrasting attributes in the same leadership context. For instance, what would be the motivational outcome of having a principal and the deputy principal with different leadership attributes. Are there instances where combined attributes may provide synergistic motivational leadership? Nevertheless, this study will come in handy in my research on the topic of role of leaders in improving job satisfaction. Shibru et al. did a study on“Effects of transformational leadership on subordinate job satisfaction in leather companies in Ethiopia.” The main purpose of this study was to establish the meaning of transformational leadership and its effects on subordinate job satisfaction. 10 leather companies were selected randomly with 145 participant’s direct subordinate of their leader. The study evaluated the behaviour of their leader with some questionnaires and the results run through a Pearson correlation analysis. Results showed that all components of transformational leadership have some aspect of correlation with each other, which depict strong correlation with subordinate’s job satisfaction. Further, 40.6% of the variance was explained through transformational leadership. Therefore, transformational leadership is a leadership style that increases subordinates job satisfaction. Again, the study had a limitation in that it includes a small sample from leather industries only. Additionally, the study did not take care of the effect of time and only one outcome of leadership was included. In future, inclusion of more industries will allow for generalization of the results. While conducting research on motivation and job satisfaction, the findings of this study would come in handy in providing one more variable worth consideration. Mehboob et al. carried out a similar study but zeroed in on different aspects of leadership and their effects on job satisfaction. The study evaluated the correlation between place environment, role of perks and benefits, role of training and development and job satisfaction (Mehboob et al., 2010). The study was based on the fact that there exists a close relationship between supervisors and subordinates. It was hypothesised that different leadership attributes could influence job satisfaction among subordinates. The quantitative study analysed data from Pakistani higher learning institutions. Contrary to the expectations, the study revealed that some good leadership attributes affected the subordinates negatively. For instance, it was found out that value congruity had negative impact on job satisfaction possible because, Pakistanis believe in bureaucratic and authoritative type of leadership. perceptual discrepancy, however, was found to affect job satisfaction positively. Although the study findings are limited to the Pakistani’s cultural context, it provides a strong insight in understanding different motivational factors in different cultures. For instance, it would be appropriate to consider cultural context in which a study is conducted to avoid result discrepancy and biasness. Read More