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8/7/2019 BRM proj Report 3 - Team 13(sec B)
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INFLUENCE OF LEADERS ON JOB SATISFACTION
AND THE IMPACT OF GENDER ON THE
PHENOMENON
Submitted By:
JAGADHEESHAN G (27075)
KRISHNAN JEESHA (27085)
TEAM 13 PGP 1- SECTION B
BIM, Trichy
mailto:[email protected]:[email protected]:[email protected]:[email protected]8/7/2019 BRM proj Report 3 - Team 13(sec B)
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ABSTRACT
The Influence of leaders and managers plays an important role in the job satisfaction
levels of the employees. The satisfaction levels depend on the leaders ability to understand the
subordinates interests and guiding them to achieve the organizational goals. The leadership
skills and style of the leader greatly influences the satisfaction of the subordinates. Gender of
the leader and the subordinates has also got a significant effect on the Job- satisfaction levels
among the subordinates .Due to globalisation and changing mindsets the diversity in workplace
is increasing and so is the number of women leaders. Our project deals with the effect of
leadership style and Gender on job satisfaction levels among employees. We investigate if the
Leadership style coupled with gender has some effects on the satisfaction levelos of the
employees.
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INTRODUCTION
Job satisfaction describes how content an individual is with his or her job. The happier
people are within their job, the more satisfied they are said to be. It refers to the attitude
towards ones job or an pleasurable emotional state resulting from the appraisal of ones job.
More favourable the outcome is, more satisfied the individual is. There are many external and
internal factors which influence the job satisfaction levels of the individuals. Among these, the
management style of the leader plays a key role. Better it suits the Individuals expectations,
higher the job satisfaction levels.
Our research deals with finding out the impact of the leadership style specifically
transactional and transformational style, on the job satisfaction levels of the employees and to
find out that whether the gender has an impact on the job satisfaction of the subordinates. If so,
we are also trying to find the type of leadership style and the mix of style and gender which has
a significant influence on the Job satisfaction of the subordinates.
Transformationalleadership is defined as a leadership approach that causes change in
individuals and social systems. In its ideal form, it creates valuable and positive change in the
followers with the end goal of developing followers into leaders. Enacted in its authentic form,
transformational leadership enhances the motivation, morale and performance of his followers
through a variety of mechanisms. These include connecting the follower's sense of identity and
self to the mission and the collective identity of the organization; being a role model forfollowers that inspires them; challenging followers to take greater ownership for their work,
and understanding the strengths and weaknesses of followers, so the leader can align followers
with tasks that optimise their performance.
Transactional leadership is a term used to classify a formally known group leadership
theories that inquire the interactions between leaders and followers. A transactional leader
focuses more on a series of "transactions". This person is interested in looking out for oneself,
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http://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadership8/7/2019 BRM proj Report 3 - Team 13(sec B)
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having exchange benefits with their subordinates and clarifies a sense of duty with rewards and
punishments to reach goals.
The schema which is the basis of the research project is shown below.
LITERATURE REVIEW
From literature review it was found that subordinates had higher satisfaction levels in
democratically led groups than the autocratic groups also gender had a less significant effect on
the satisfaction levels of the subordinates. Though the literature we referred to mostly focused
on the democratic and autocratic leadership styles, it formed the basis for our assumptions and
taking up this topic for the project. The articles were mostly obtained from the EBSCO
database and through different articles from various websites. Having these findings as a base
we had set the hypothesis and problem statements involving the Leadership style, Gender and
mix of both as individual variables. That led us to setting up three hypotheses to test for the
research. The results were revealing and informational.
Problem Statement:
1) Transformational leadership style is better than Transactional Style.
2) Women are more efficient leaders than Men
3) Female transformational leaders are better than the Female transactional leaders.
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QUANTITATIVE RESEARCH
In the prevailing scenario most organizations are finding it difficult to keep the
employee satisfaction levels high and fail miserably in keeping the employees morale intact
because of the problems in finding out efficient and capable leaders. We assumed that
transformational leader led groups can provide higher levels of satisfaction than the
transactional leader led groups, this can be further generalized into that the transformational
leaders behave as the major effectors of employee job satisfaction. Measurement of the
leadership effectiveness cannot be qualitatively defined and needs greater emphasis on the
quantitative research to get the effective conclusion of results.
SAMPLE DESIGN AND PROCEDURE
The population needed for this type of study has to be diverse, so we decided to have a
heterogeneous mix of elements in the population. The total sample size was 38. We had chosen
Simple Random Sampling for our research.
We went ahead by having two sets of samples, one within BIM another outside BIM.
Outside BIM, we chose a renowned college in Trichy, which has four departments, headed by
both male and female HOD (2 each) and we conducted the survey on the subordinates
reporting to them. We got a total of 28 respondents from this source. From the other source, we
chose 10 students who have got considerable work experience in the diverse fields and had
them take the survey. The survey questions were circulated to them, there were two sets of
questionnaires, one to understand the leadership style of the leader and the other to find out the
Job satisfaction level among the subordinates. The responses were collected in person, over
phone and through online survey tools. Questionnaire used for the survey is enclosed in the
appendix (1).
The Demographic details based on the factor of Gender among the subordinates are
shown below.
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The split among the different styles of leadership is shown below
HYPOTHESIS
The Hypothesis used for the research were based on the online literary facts and basicassumptions. Here are the list of hypothesis used for our research with the assumed background
for the individual hypotheses.
Hypothesis 1: Subordinates will be more satisfied with transformational leaders than with
transactional leaders
This was based on the assumption that the transformational leaders act as change
agents for the major changes in the organization. This would encourage the subordinates to
quickly associate themselves with the leader and be more enthusiastic about being part of the
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team under such a leader. This sort of association and being part of team which contributes to
the organizational development can make the sub-ordinates be more satisfies with job.
Hypothesis 2: Subordinates will be less satisfied in female transformational leaders than in
male transformational Leaders.
This was based on the assumption that from ages male have always been given the
mantle of leadership and hence subordinates would be more satisfied a male bringing about
transformational leadership than a female.
Hypothesis 3: Subordinates will be less satisfied with female transactional leaders than with
female transformational leaders.
This was based on the assumption that subordinates will rather have a female leader
who brings about a change with vision than a female leader who will just consider works as
transactions and reward based. Gender specific study adds value.
ANALYSIS AND SUMMARY
Transactional Leadership and Transformational Leadership
From the direct correlation we can find that there is a significant correlation between the job
satisfaction of subordinates and leadership style. As we can see we have used both correlation
and independent sample T-test. We have found that subordinates under Transformational
leaders are more satisfied than under transactional leaders, the lower the job satisfaction index
the more satisfied the person, as shown by the values below.
Table 1. Group Statistics
LeaderStyle N Mean
Std.
Deviation
Std. Error
Mean
JobSatis Transactional 17 2.5544 .76236 .18490
Transformational 15 1.9380 .61741 .15941
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Table 2. Correlations
JobSatis LeaderStyle
JobSatis Pearson
Correlation1 -.414*
Sig. (2-tailed) .018
N 32 32
LeaderStyle Pearson
Correlation-.414* 1
Sig. (2-tailed) .018
N 32 32
*. Correlation is significant at the 0.05 level (2-tailed).
Transactional Leadership and gender
There is no significant difference between satisfaction for people working under male and
female leaders when the leadership style is transactional. This is proved as we can see the
significance level is greater than .05.
Male = 2.5983
Female = 2.5194
Significance = .243
Table 3. Group Statistics
Gender N Mean
Std.
Deviation
Std. Error
Mean
JobSatis Male 8 2.5938 .93482 .33051Female 9 2.5194 .62834 .20945
Table 4. Independent Samples test
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Transformational Leadership and gender
There is a significant difference between satisfaction levels for people working under male and
female when leadership style is transformational as the significance level is .05.
People working under a female transformational leader were more satisfied than those working
under a male transformational leader as is evident from the values of job satisfaction index for
subordinates working under male and female transformational leaders.
Male = 2.1495
Female = 1.5150
Significance = .05
Table 5. Group Statistics
Gender N Mean
Std.
Deviation
Std. Error
Mean
JobSatis Male 10 2.1495 .64412 .20369
Female 5 1.5150 .25532 .11418
Table 6. Independent Samples test
Female Transactional and Transformational Leadership difference
People are more satisfied under female transformational leader than female transactional
leader. This is evident from the significance level being less than .05. Also the value of job
satisfaction Index is lesser for transformational leaders than transactional leaders when the
gender is female.
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Transformational = 2.5194
Transactional = 1.5150
Significance = .018
Table 7. Group Statistics
LeaderStyle N Mean Std. Deviation Std. Error Mean
JobSatis Transactional 9 2.5194 .62834 .20945
Transformational 5 1.5150 .25532 .11418
Table 8. Independent Samples test
CONCLUSION
Hypothesis I
This hypothesis was proved correct.
Subordinates were found to be more satisfied under Transformational leadership
Hypothesis II
This hypothesis was proved wrong.
We were able to infer from the findings that subordinates were more satisfied under a female
transformational leaders than a male transformational leaders
Hypothesis III
This hypothesis was proved wrong.
Subordinates were less satisfied with female transformational leaders than female transactional
leaders.
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SCOPE FOR FURTHER STUDY
We have only considered the effect of Leadership Style that too only a narrow two types andthe gender as the variables. There might be influences from other factors such as the Gender of
the respondent, the type of workplace , the nationality and so on.
BIBLIOGRAPHY
1. The Link between Leadership Style, Communicator Competence and Employee
Satisfaction, Paul E. Madlock, West Virginia University.
2. Gender, Leadership Style and Subordinate Satisfaction : An Experiment, Elliot
Kushell and Rae Newton, California State University, Fullerton.
3. The Effect of Gender on Job Satisfaction and Organizational Commitment in Kuwait,
Al-Ajmi, Rashed, International Journal of Management; Dec2006, Vol. 23 Issue 4
4. Gender Differences in Job Satisfaction,Mason, E. Sharon,Journal of Social
Psychology; Apr95, Vol. 135 Issue
5. Influence Of Gender And Leadership Style on Career Commitment And Job
Performance Of Subordinates, O. A. Afolabi, O. J. Obude, A. A. Okediji And L.
N.Ezeh, Global Journal Of Humanities Vol 7, No.1&2, 2008: 1-8
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ANNEXURE 1:
Questionnaire 1
Leadership Style of Superior Survey
(Please fill your preference based on the question about your superior, all information
will be confidential and dont mention your name anywhere)
Gender of your Superior (Person you report to): Male / Female
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Strongly
Agree
Agree Nuetral Disagree Strongly
Disagree
1. Focuses attention on irregularities,
mistakes, exceptions and deviations from
what is expected of me
2. Engages in words and deeds that
enhance his/her image of competence.
3. Monitors performance for errors
needing correction
4. Serves as a role model for me.
5. Points out what I will receive if I do what
is required.
6. Instils pride in being associated with
him/her
7. Keeps careful track of mistakes.
8. Can be trusted to help me overcome any
obstacle.
9. Tells me what to do to be rewarded for
my efforts.
10. Makes me aware of strongly held values,
ideals, and aspirations which are shared
in common.
11. Is alert for failure to meet standards.
12. Mobilizes a collective sense of mission.
13. Works out agreements with me on what I
will receive if I do what needs to be done.
14. Articulates a vision of future
opportunities.
15. Talks about special rewards for good
work
16. Talks optimistically about the future.
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1. I know what is expected of me
at work.
2. I am given adequate freedom to
do my job efficiently
3. This last year, I have had
opportunities at work to learn and grow
4. I am kept informed about the
activities that go on in my organization
5. My superior, that is the person I
report to seems to care about me as a
person.
6. At work, my opinion seems to
count.
7. In the last three months, my
superior has talked to me about my
progress.
8. My superior encourages my
development.
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