Relationship between Leadership Styles and Job Satisfaction in Tanzania Public Sector

Eliza Mwakasangula,Kelvin M Mwita

doi:10.33094/26410249.2021.34.78.86

Eliza Mwakasangula, Kelvin M Mwita

Open Access

https://doi.org/10.33094/26410249.2021.34.78.86

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Abstract

Tanzania public sector has been undergoing various reforms to improve public service delivery and employee satisfaction. The government has been trying to improve employee welfare and create conducive work environment for the public servants. Despite the efforts, job satisfaction levels of staff in the Tanzania public sector are generally low and unsatisfactory. The study examined the relationship between leadership styles and job satisfaction in Tanzania public sector. The study intended to achieve two specific objectives. The first objective was to examine the relationship between transformational leadership style and employee job satisfaction. The second objective was to examine the relationship between transactional leadership style and employee job satisfaction. The study used Morogoro Municipal Council as a case study from which data were collected by using a close ended questionnaire from 92 respondents. Descriptive and inferential statistics were employed. The study found that job satisfaction was average among the respondents with mean value of 3.04. Comparatively, transactional leadership mean value was higher (Mean=4.14) than that of transformational leadership (mean=3.28). Regression analysis showed that both transactional leadership style (β=0.585, p=0.000) and transformational leadership (β=0.032, p=0.001) were found to be significant predictors of job satisfaction. The results showed that transformational leadership style had a stronger relationship with job satisfaction than transformational leadership style.

Highlights

Scholars have been developing interest in researching on leadership and leadership styles
The study informed that transactional leadership style is frequently used by leaders in public organizations because it is obvious that governments exert more control than private enterprises
Both transformational and transactional leadership styles are used in the public sector by leaders with more preference to transformational leadership

Summary

Introduction

Scholars have been developing interest in researching on leadership and leadership styles. Evolution of leadership theories shows a trend which proves that leadership scholars have been searching for what makes leadership effective and the best way of leading people. Leadership theorists have presented leadership in different and contradicting perspectives, there is consensus that there is no single best way of leading people. As much as theorists present contradicting views on leadership, one acceptable definition of leadership has yet to be made. Bass (1981) argued that there are almost as many different definitions of leadership as there are persons who have attempted to define the concept. With difficultness in defining the concept, many scholars associate leadership with the influence that a person (leader) has to his/her followers in achieving common goals. Koontz and O’Donnell (1984) regard leadership as a process that involves skills to influence others to strive towards achieving group goals

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