Small Business Leadership and Ethical Attributes That Influence Employee Job Satisfaction

Lajuan Perronoski Fuller

doi:10.4236/ojbm.2022.101021

Abstract

Organizational leadership studies acknowledge that leadership styles positively affect job satisfaction. Currently, there are limited ethical, theoretical studies to investigate the relationship with job satisfaction. Therefore, there is a need for additional ethical leadership theories to explain conditions that may improve on negative organizational phenomena. This study investigated the relationship between the foundational leadership theory and job satisfaction. Foundational leadership is an inward (internal) and outward (employee perceived) examination of ethical decisions based on integrity, assurance, and pragmatism. The findings were based on 330 full-time entry and mid-level employees between ages 18 - 60+ across various industries in the United States. Cronbach’s alpha confirmed that integrity, assurance, and pragmatism is reliable measurement for ethical leadership. Pearson correlation revealed that the foundational leadership attributes of integrity, assurance, and pragmatism significantly correlate with employee job satisfaction. Finally, multiple linear regression results determine that ethical leadership training programs can teach Foundational Leadership to create job satisfaction. However, recurring leadership training should reinforce foundational leadership assurance (FLA) to foster job satisfaction within the leader-member exchange relationship.

Highlights

This study investigated the relationship between the foundational leadership theory and job satisfaction
Pearson correlation revealed that the foundational leadership attributes of integrity, assurance, and pragmatism significantly correlate with employee job satisfaction
The research findings suggest that leaders should consider foundational leadership theory (FLT) ethical leadership practices to influence job satisfaction

Summary

Introduction

Fuller performance (Dimitriou & DiGaetano, 2016; Dimitriou, 2018), organizational commitment (Bedi et al, 2016), and job satisfaction (Schwartz, 2016). These outcomes are directly related to employee behaviors and actions toward the organization. Despite limited theoretical research on ethical leadership, further exploration can explain the overall relationship with employee job satisfaction (Qing et al, 2019; Stamolampros et al, 2019)

Methods

Results

Discussion

Conclusion