Leadership and Job Satisfaction - Coursework Example

Leadership and Job Satisfaction The essay aims to present two sides to the argument that stipulates the critical role of leadership in creating job satisfaction in an organization. One side of the argument supports that an effective leader would create an environment where the subordinates would be satisfied in the accomplishment of their tasks. Another side of the argument contends that leaders can enforce their power on subordinates to do their responsibilities even if these subordinates are not satisfied with their jobs. Leadership and Job Satisfaction Introduction One of the most exciting and challenging theories encompassing human behavior in organizations is leadership. Leadership is “an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes” (Draft, 2005 quoted by Ying & Ahmad, 2009, 54). There have been a significant number of literatures covering the nature, theories and applications of leadership and its effect to job performance and satisfaction. The diverse patterns of behavior and actions that leaders exhibit over a period of time and perceived by followers have been identified as the dominant style of leadership. This style is developed utilizing an interplay of factors which shape leadership development. Leadership seeks to bring people and groups from where they are to where they have not been. It enables people to go beyond the confines of mediocrity and tread into the realm of excellence. In the process, it induces people to define their desires and to pursue them with passion. Ultimately, leadership transforms potential into reality. In any organization, the influence of leadership in its operations of has evolved from a simple theoretical framework to the complex structure we have today. The development of leadership theories opened a whole spectrum of information which enhanced the interaction and interrelationships among personnel, especially its effect on job satisfaction. Leaders are concerned with the creation of an environment for performance. They integrate tasks, structure, technology, resources, and people into a productive configuration. They achieve goals through the efforts of other people. They have to influence the behavior of other people in order to get things done. The essay aims to present two sides to the argument that stipulates the critical role of leadership in creating job satisfaction in an organization. One side of the argument supports that an effective leader would create an environment where the subordinates would be satisfied in the accomplishment of their tasks. Another side of the argument contends that leaders can enforce their power on subordinates to do their responsibilities even if these subordinates are not satisfied with their jobs. There are several studies that support the contention that leaders have the ability to enforce their own power on their personnel to make them attain corporate goals without necessarily trying to achieve job satisfaction. First and foremost, power is central to the leadership process (Martires & Fule, 2000, 154). It underlies all means of influencing behavior. Whether the influence attempts use emulation, suggestion, persuasion, or coercion, or any combination thereof, such attempts are much more compelling when backed up by the use or threat of power. Without power, leadership collapses. People who aspire to leadership must be able and willing to use power. One such leadership style that emphasizes the leader’s authority over subordinates is the autocratic style (Awan & Mahmood, 2010, 256). They centralize decision-making in themselves so much so that members have little opportunity to make contributions. The leaders expect discipline, obedience, and compliance from members. Threats and punishments are used to deter what is deemed by the leader to be undesirable behavior. These leaders are mostly task oriented (Awan & Mahmood, 2010, 259) as shown in the results of the study indicating that chief librarians apply an autocratic leadership style. This style is also synonymous to a transactional leadership style, as averred by Muenjohn (2009, 261) and leaders employing this style “watch and search for mistakes and take corrective actions when mistakes occur”. Subordinates with leaders using the autocratic style act of the servant-master relationship (Adair, 1984). They are not motivated and are not satisfied with their jobs. Short term goals are therefore accomplished but there are disadvantages eminent from this particular style. Since workers are not satisfied with their jobs, they tend to resign and transfer to other departments or organizations where leaders are more supportive and democratic. The other side of the arguments supports the theory that an effective leader would create an environment where the subordinates would be satisfied in the accomplishment of their tasks. There are a multitude of studies indicating a positive relationship between leadership and job satisfaction. One study conducted by Rad & Yarmohammadian (2006, xii) indicated that “among the determinants of job satisfaction, leadership is viewed as an important and predictor, and plays a central role”. An important ingredient in boosting the morale of the individual worker and in improving productivity is motivation. This very elusive dimension propels people to think, feel, and act in certain ways. Motivation is predicated mostly on his values and needs. Secondly, as averred by Martires (2004, 57), “an efficient manager endeavors to know and understand the motivation of his constituents and uses such knowledge to help them meet their needs and improve their productivity.” This was validated by Rad & Yarmohammadian (2006, xi) when they proffered that “organizations need effective managers and employees to achieve their objectives…Job satisfaction is critical to retaining and attracting well-qualified personnel”. A third study by Politis (2006) defines job satisfaction as “… an attitude that individuals have about their jobs. It results from their perception of their jobs and the degree to which there is a good fit between the individual and the organization (Ivancevich, et.al., 1997, 91)”. An effective leader is sensitive to the needs of the subordinates. Broadly speaking, when a leader motivates his subordinates, it means that he structures the work environment in such a way that their drives and needs are brought into play, instead of being neglected. This environment should be conducive to the satisfaction of those drives and needs so that workers may act in desired ways. To motivate employees, managers can use job enrichment techniques. It means making the job challenging and meaningful. As Herzberg (1981, 226) enumerated, the following techniques can assist managers in motivating employees to elicit discretionary efforts: By removing some controls while retaining accountability, managers must motivate their employees through responsibility and personal advancement. By increasing the accountability of the individuals for their own work, managers should give responsibility and recognition. Giving a person a complete nature unit of work entails responsibility, achievement and recognition. Introducing new and more difficult tasks not previously handled by employees is tantamount to growth and learning. Finally, by assigning workers specific or specialized tasks which enable them to become experts on their field or line of process entails responsibility, growth and advancement (Herzberg, 1981, 226). A very significant factor in the efficient performance and retention of workers is their motivation and strength. Management should be aware of and recognize people’s motives in order to guide, lead and direct them appropriately. The dynamics of behavior is indeed a very challenging area to unravel and, if properly handled, assists in morale building and development among employees and which, in turn, results in job satisfaction and high productivity. Conclusion An effective leader creates an environment which enables subordinates to accomplish organizational goals. Although an autocratic leadership style would drive the employees to achieve desired tasks and responsibilities, the absence of motivating factors centering on job satisfaction would be detrimental for the organization, in the long run. In this regard, the discourse supported the argument that an effective leader would create an environment where the subordinates would be satisfied in the accomplishment of their tasks. Leadership which is concerned of job satisfaction uses theories of motivation to attain their goals. Motivation energizes behavior and gives it direction. A motivated person will work harder and persevere longer than an unmotivated one. The level of intensity and persistence for the motivated person will be higher. A motivated athlete will endure lone hours of practice daily than one who is not. Almost all human behavior is motivated, that is, caused, as well as directed. People act because something caused it. But their actions will not be aimless. There must be a direction. Motivation is the strength of the drive toward an action. And the leader is the ultimate instrument to act towards the achievement of personal, professional, and organizational goals. References Adair, J. (1984). The Skills of Leadership. Gower, Aldershot. Awan, M.R. & Mahmood, K. (2010). “Relationship among leadership style, organizational culture and employee commitment in university libraries.” Library Management, Vol. 31, No. 4/5, pp. 253 – 266. Draft, R.L. (2005). The Leadership Experience, 3rd edition, Thomson-Southwestern, Vancouver. Herzberg, F, 1981, “One More Time: How You Motivate Employees?” in Nestor N. Pilar & Rafael A. Rodriguez, (eds.), Readings in Human Behavior in Organizations, JMC Press, Inc. Quezon City. Ivancevich, J.M., Olelelns, M. & Matterson, M. (1997). Organizational Behavior and Management. Irwin, Sydney. Martires, C.R. & Fule, G.S. (2000). Management of Human Behavior in Organizations. National Bookstore. Philippines. Muenjohn, N. (2009). “Expatriates’ Leadership Behaviours and Local Subordinates’ Extra Effort, Satisfaction and Effectiveness.” The Business Review, Vol. 13, No. 2, pp. 260 – 266. Politis, J.D. (2006). “Self-leadership behavioral-focused strategies and team performance.” Leadership & Organization Development Journal, Vol. 27, No. 3, pp. 203, 216. Rad, A.M. & Yarmohammadian, M.H. (2006). A study of relationship between managers’ leadership style and employees’ job satisfaction.” Leadership in Health Services, Vol. 19, No. 2, pp. xi – xxviii. Ying, L.H. & Ahmad, Z.B. (2009). “The moderating effects of organizational culture on the relationships between leadership behavior and organizational commitment and between organizational commitment and job satisfaction and performance.” Leadership & Organization Development Journal, Vol. 3, No. 1, pp. 53 – 86. Read More