Leadership, job satisfaction and performance links in private education institutes of Pakistan
By N. Torlak, Cemil Kuzey. International Journal of Productivity and Performance Management, 2019
167 citations recorded by the source corpus.
PurposeThe purpose of this paper is to get an insight into which form leadership either transactional leadership (TAL) or transformational leadership (TFL) is most effective in the educational sector of Pakistan and to determine the impact of each on the employee job satisfaction (EJS) and employee job performance (EJP). Given research site observation, appropriate leadership was essential to high-quality education in Pakistan.Design/methodology/approachData are collected through a survey based on e-mail/interview from 189 employees working at private education institutes in Pakistan. Analysis methodology includes frequency analysis, descriptive statistics, paired samplest-test, Pearson correlation analysis and regression analysis.FindingsOnly management by exception (MBE) and idealized influence (II), inspirational motivation (IM), intellectual stimulation (IS) and individualized consideration (IC) had significant positive association with both EJS and EJP. MBE had a positive significant effect on both EJS and EJP, while contingent rewards had no significant relation with EJS and weak positive significant association with EJP. Furthermore, II, IM, IS and IC had a positive significant impact on EJS and EJP.Research limitations/implicationsRespondents were from major private educational institutes in Islamabad and Lahore. The leadership style – TAL–TFL – was the sole variable to judge EJS/EJP. Multifaceted populations’ perspectives might enhance the attributes of TAL/TFL. This study might influence the authorities to adopt the right leadership style securing high-quality education system for both private and public education institutes in Pakistan.Originality/valueThe study filled the gap in the educational sector of Pakistan, where research works into leadership styles-satisfaction-performance links were few and far between.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/b21df4282803e97422b3fa55404496ce9a94197f
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Citations in the corpus
- The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis (2021, background): “Also, the results of studies such as Durrah et al. (2016), Ramazani et al. (2018), Mosuin et al. (2019), and Torlak and Kuzey (2019) confirmed a significant relationship between job performance and job satisfaction, but have reported larger effect size (Durrah et al., 2016; Mosuin et al., 2019;…”
- Effectiveness of Transformational Leadership among Different Cultures (2020, unknown): “Because of its visionary, charismatic and supportive characteristics transformational leaders leverage employee engagement, commitment, and performance (Abdulla et al., 2020; Torlak & Kuzey, 2019).”
- The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance (2019, result): “Previous studies that support this hypothesis are as follows: Torlak and Kuzey (2019), Chen et al. (2016), Rana et al. (2016), Pantouvakis and Mpogiatzidis (2013), Chiva and Alegre (2008), Chang and Lee (2007) and Pool and Pool (2007).”