Abstract
Purpose: The purpose of the study was to determine the extent to which idealized influence and inspirational motivation influence job satisfaction among employees in commercial banks in Kenya.Methodology: The study adopted a positivism research philosophy and a descriptive correlation research design. The target population consisted of 10,310 managerial employees in the commercial banks in Kenya. A sample of 424 employees was obtained from the population using stratified random sampling technique. Data was collected using structured questionnaires. A response rate of 82% was obtained. Data was analyzed using descriptive statistics and inferential statistics. Inferential statistical methods used to analyze the data were Chi-square, Pearson’s correlation, ANOVA, and multiple linear regressions. The Statistical Package for Social Sciences (SPSS) tool version 22 was used to analyze the data. Findings: Correlation analysis found that idealized influence, inspirational motivation and job security were positively and significantly correlated to job satisfaction r (346) =.496, p<.05, r (347) =.587, p<.05, r (347) =.697, p<.05 respectively. Multiple linear regression results showed that idealized influence significantly influenced job satisfaction of the employees (R2 = .246, F(1, 97.750) = 112.421, p< .05).Similarly, multiple linear regression results showed that inspirational motivation significantly influenced job satisfaction of the employees (R2 = .344, F(1, 126.302) = 180.980, p < .05).Job security was found to significantly moderate the relationships between idealized influence, inspirational motivation and job satisfaction (R2 = .431, F (3, 44.688) = 86.330, p<.05).Unique contribution to the theory, practice and policy: Previous studies on transformational leadership have focused mainly on transformational leadership and employee performance. The unique contribution of this study is the advancement of transformational leadership theory dimensions – idealized influence and inspirational motivation - and job satisfaction among employees in commercial Banks in Kenya. The recommendations of this study contribute to practice of leadership in the commercial banks in Kenya by providing tools that enhance job satisfaction. Lastly, the findings inform organizational polices touching on leadership and job satisfaction.
Highlights
IntroductionAn organization’s success largely depends on the leadership style of the management
1.1 Background of the StudyAn organization’s success largely depends on the leadership style of the management
Multiple linear regression analysis results showed that idealized influence explained 24% of job satisfaction (R2 = .246, F(1, 97.750) = 112.421, p
Summary
An organization’s success largely depends on the leadership style of the management. Organizational success is characterized by employee job satisfaction and employee affective commitment (Abouraia & Othman, 2017). This is achieved through effective leadership which precipitates the attainment of employee motivation and clear understanding of the organization’s objectives. To enhance job satisfaction scholars have argued that leadership must provide motivation, inspiration and good remuneration to the employees, all of which have a combined effect of low attrition rates and decreased absenteeism (Hurduzeu, 2015). Transformational leadership style helps to create employee job satisfaction and commitment to the organization (Patiar & Wang, 2016). Leadership style is an antecedent of job satisfaction and is considered a predictor of job satisfaction (Munir, Rahman, Malik & Ma’amor, 2012; Long, Yusuf, Kowang & Heng 2014)
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