Abstract
Literature on leadership identifies that current transformational leadership styles are related to job satisfaction by varying degrees. Several studies have indicated that transformational leadership results in higher levels of job satisfaction. In consideration of the current Kuwait business market, the overall aim of the study was to investigate the relationship between transformational leadership styles and employees’ innovativeness and job satisfaction levels within the Kuwait private sector. A quantitative study was conducted to accomplish the objectives of the study. Questionnaires were administered to employees within the selected target population in the Kuwait private sector. The data received were analysed using statistical packages. The results of the study show that there are statistically significant relationships between overall transactional leadership, employees’ innovativeness and job satisfaction, overall transformational leadership and job satisfaction. This study is one of the limited research focusing on Kuwait private sector to help enhance the understanding of how best to manage and retain the employees in the private sector. These findings are also useful for private sector in the Gulf region to maintain the work-life balance of affective commitments, leading to positive in-role performances.
Highlights
Organizations face increased global competition and challenges of how best to sustain their competitive advantage in the complex business world (Al-Awlaqi, Battour, Barahma, & Aamer, 2021)
Questionnaires that had missing data were no longer considered for further analysis, which related to around 4% of the total responses. 308 completed questionnaires were considered to be usable for further analysis, which is an acceptable number of responses for this study. 161 respondents were male and 147 respondents were female
Construct score values were used within this research to determine the correlation of these leadership dimensions and the employee’s innovativeness and job satisfaction dependent factor, by using Structural Equation Modelling (SEM)
Summary
Organizations face increased global competition and challenges of how best to sustain their competitive advantage in the complex business world (Al-Awlaqi, Battour, Barahma, & Aamer, 2021). Organizations in the 21st century need to seek alternative methods to operate and be more effective, efficient, and creative (Bahadori, Hosseini, Alimohammadzadeh, Hasanpoor, & Ghasemi, 2021). Success in international business requires leaders to be aware of the cultural differences that may influence business practices in other countries (Zhang & Kang, 2020). Leaders need to be acutely aware of global virtual teams (GVTs) to ensure the success of virtual teams in the 21st century (Wilson, 2020). A study (Wang, Morrison, Xie, Zhang, & Coca-Stefaniak, 2020) reveals that leadership is a process whereby one www.psychologyandeducation.net influences the behaviour of another through personality and intellect rather than violence or threat. Varying leadership styles may influence transformation differently, with some leaders being more effective than others (Scicluna & Sammut, 2020)
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