Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Impact of Leadership Styles on Job Satisfaction in Higher Education Institutions


Affiliations
1 Avinashilingam University for Women, Coimbatore, Tamil Nadu, India
2 Department Of Commerce Avinashilingam University for Women, Coimbatore, Tamil Nadu, India
     

   Subscribe/Renew Journal


The purpose of this study was to investigate the relationship between leadership styles exercised by the principals as perceived by the staff in higher education institutions and job satisfaction of teaching staff in these institutions. Socio-economic variables of the respondents were also taken into consideration for this study. The participants of the study were 534 academic staff teaching in undergraduate and postgraduate colleges affiliated to Andhra University at Visakhapatnam. The data used in this paper are primary in nature. The questionnaire based on Leadership Styles and Minnesota Satisfaction Questionnaire was used as measuring instruments and administered to the sample of 650 academic staff. 534 staff responded and their opinions were studied in detail. In this analytical study significant relations were found between leadership styles of principals as perceived by the staff and their level of job satisfaction. The findings show that leadership styles and socio-economic variables did have an impact on job satisfaction. Statistical tools used for this study are correlation and multiple regressions.

Keywords

Leadership Styles, Job Satisfaction, Teaching Staff Introduction.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abraham, A. (2013). Reforms in higher education. Indian Currents, 31-34.
  • Bolman, L. G., & Deal, T. E. (1984). Modern approaches to understanding and managing organizations, San Francisco, CA: Jossey-Bass.
  • Hersey, P., & Blanchard, K. H. (1972). Management of organisational behaviour (2nd ed.), Prentice-Hall, Englewood Cliffs, N.J.
  • Gardner, J. W. (1990). On leadership. New York: Collier Macmillan.
  • Stoner, J. A. (2009). Management. Gulf Publishing, Houston.492-528
  • Kim, I., & Loadman, W. E. (1994). Predicting teacher job satisfaction.Retrieved from ERIC Document Reproduction Service No. ED 383-707
  • Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology (pp.1297- 1349). Chicago: Rand McNally.
  • Mwamwenda, T. S. (1995). Job satisfaction among secondary school teachers in Transkei. South African Journal of Education, 15(2), 84-86.
  • Ting, Y. (1997). Eterminants of job satisfaction of federal government employees. Public Personnel Management, 26(3), 313-334
  • Vroom, V., & Yetton, P. (1974). Leadership and Decision- Making. Pittsburgh, PA: University of Pittsburgh Press.
  • Weiss, D. J., Dawis, R. V., England, G. W., & Lofquist, L. H. (1967). Manual for the Minnesota Satisfaction Questionnaire. 22, Minnesota Studies in Vocational Rehabilitation, Minneapolis: University of Minnesota, Industrial Relations Center.
  • Yusuf, K. K. (2008). Analysis of leadership styles and school performance of secondary schools in Uganda. Doctoral dissertation. Nelson Mandela Metropolitan University.
  • Yousef, D. A. (2000). Organizational commitment: A mediator of the relationships of leadership behavior with job satisfaction and performance in a nonwestern country. Journal of Managerial Psychology, 15(1), 6-24.

Abstract Views: 526

PDF Views: 2




  • Impact of Leadership Styles on Job Satisfaction in Higher Education Institutions

Abstract Views: 526  |  PDF Views: 2

Authors

P. D. Shyji
Avinashilingam University for Women, Coimbatore, Tamil Nadu, India
G. Santhiyavalli
Department Of Commerce Avinashilingam University for Women, Coimbatore, Tamil Nadu, India

Abstract


The purpose of this study was to investigate the relationship between leadership styles exercised by the principals as perceived by the staff in higher education institutions and job satisfaction of teaching staff in these institutions. Socio-economic variables of the respondents were also taken into consideration for this study. The participants of the study were 534 academic staff teaching in undergraduate and postgraduate colleges affiliated to Andhra University at Visakhapatnam. The data used in this paper are primary in nature. The questionnaire based on Leadership Styles and Minnesota Satisfaction Questionnaire was used as measuring instruments and administered to the sample of 650 academic staff. 534 staff responded and their opinions were studied in detail. In this analytical study significant relations were found between leadership styles of principals as perceived by the staff and their level of job satisfaction. The findings show that leadership styles and socio-economic variables did have an impact on job satisfaction. Statistical tools used for this study are correlation and multiple regressions.

Keywords


Leadership Styles, Job Satisfaction, Teaching Staff Introduction.

References