[雙語翻譯]工作滿意度外文翻譯--變革型領(lǐng)導(dǎo)風(fēng)格對工作滿意度的影響（英文）

1、World Applied Sciences Journal 29 (1): 117-124, 2014 ISSN 1818-4952 © IDOSI Publications, 2014 DOI: 10.5829/idosi.wasj.2014.29.01.1521Corresponding Author: Choi Sang Long, Faculty of Management, Universiti Teknologi

2、 Malaysia, Malaysia.117The Impact of Transformational Leadership Style on Job SatisfactionChoi Sang Long, Wan Mardhia M. Yusof, Tan Owee Kowang and Low Hock Heng 1 2 1 1Faculty of Management, Universiti Teknologi Malaysi

3、a, Malaysia 1International Business School, Universiti Teknologi Malaysia, Malaysia 2Abstract: The purpose of thisstudy is to examine the relationship between transformational leadership style and employee job satis

4、faction. Attaining employees’ job satisfaction is crucial to retain productive and efficient employees. Therefore, one of the ways that may be effective help managers in increasing the satisfaction among their followers

5、is employing the right leadership style. An effective leader is one that command respect and trust by their followers. Four transformational leadership characteristics which are idealized influence, inspiration mot

6、ivation, intellectual stimulation and individualized consideration are discussed.Transformational leaders perform in behavior that permits them to dole out as act models for their followers. They act in manners t

7、hat inspire and stimulate those concerning them by bestowing challenge and meaning to their followers’ work. They need to rouse their followers’ efforts and wage distinct attention to every single individual follower’s n

8、eeds for development. Base on literature review, most previous studies confirmed that these characteristics are significantly related to employees job satisfaction. An empirical study was conducted in a Government Linked

9、 Company in Malaysia. 378 employees from 6 different departments are invited to be the respondents of this research. The number of completed surveys which were returned to the researcher was 255. This re

10、presents a return rate of 67.46%. The findings show that only one of the four transformational leadership characteristics are found to have significant relationship with job satisfaction. Characteristic of individualized

11、 consideration are found to be contributed most in job satisfaction.Key words: Transformational leadership Followers Leadership styles Job satisfaction RelationshipINTRODUCTION cooperation and this is imperative in o

12、rder for them to trust one another. These recent years focused more onChoices, competing sets of values and priorities are the unethical behaviour by high-level leaders in large the leaders’ dilemmas. Usually leaders rec

13、ognize and organizations. counter the dilemmas with an obligation to doing what isKouzes and Posner [3] reveal that unethical leaders right. Thompson (2011) stated sometimes even the right often benefit themselves and ca

14、use harm towards the action seems clear; to do what is right takes great moral customers and investors who trusted them. They are more courage. Although the leaders face lack simple black-and- willing to cooperate with o

15、ther parties and destroy the white answers challenges. No matter what the case commitment just to make their organizations prosper and happened, to become a good model for an organization, survive. These demonstrate that

16、 leaders should observe leaders must set a moral example to others [1]. and learn from regarding fair and ethical behaviour inHowever, according to Howell and Costley [2], order to play role as the good model for employe

17、es in the several current leadership issues do not demonstrate organization. good leaders. Some of these issues include leader’s As stated by Storey [4], in globalization and diversity, fairness and ethics, leader develo

18、pment and leadership, diversity has become a major worldwide trend. change and transformational leadership. There is a hidden People throughout the world who hunt down jobs and assumption that both parties will perform f

19、airly and become recipients of services offered by organization morally when leaders communicate with followers in involve in this trend. These factors might impact and vary order to attain goals. Trust is needed for b

20、oth mutual in leadership characteristics of individual in organization.World Appl. Sci. J., 29 (1): 117-124, 2014119Individualized Consideration (IC): Transformational Mohammad et al., [13] in their study which aimed atl

21、eaders wage distinct attention to every single individual identifying the relationship and job satisfaction offollower’s needs for attainment and development by registered nurses at Jordanian private hospitals alsoassumi

22、ng the responsibility of a coach or mentor. found a positive result. The study was conducted atFollowers and colleagues are industrialized to private hospitals located in Amman, Jordan wereprogressivelyattainhigher

23、levels of potential. consisted of registered nurses. About 200 surveys mailedIndividualized consideration is implemented after newly out to registered nurses but only 83% response ratediscovered opportunities are c

24、rafted alongside a (168 valid surveys) were returned. The survey wassupportive climate. The leader’s actions show agreement adapted from the Multifactor Leadership Questionnaireof individual differences. For instance, fe

25、w employees (MLQ) and Minnesota Satisfaction Questionnaire (MSQ)accord extra motivation, some extra autonomy, others which adapted to measure the two factors of jobfirmer standards and yet others extra task construction

26、satisfaction. The results showed a statistically significant[11]. positive relationship existing between the five dimensionsA two-way communication is inspired and of transformational leadership and the two dimension

27、s of“management by walking around” workspaces are job satisfaction. Intellectual stimulation dimension waspracticed. Communication alongside followers are the strongest relationship between internal jobpersonalized,

28、 for example, the leader remembers satisfaction and transformational leadership.preceding conversations, is cognizant of individual Shurbagi and Zahari [14] conducted a study of theconcerns and sees the individual as

29、 a person rather impact of organizational culture on the relationshipthan just an employee. The individually thoughtful between transformational leadership and job satisfactionleader listens effectively. The le

30、ader divides tasks as in National Oil Corporation of Libya found a positivea way to develop followers. Divided tasks are monitored relationship as well. The research was carried out byto discern if the followers deman

31、d supplementary using the Multifactor Leadership Questionnaire (MLQ) todirection or prop and to assess progress. If possible, measure transformational leadership, the Organizationalfollowers do not sense they are being c

32、hecked on. An Culture Assessment Instrument (OCAI) to measureexample MLQ item from the individualized consideration organizational culture and the Job Satisfaction Surveyscale is “The leader spends period teaching and (J

33、SS) to measure job satisfaction. Quantitative surveycoaching” [10]. method was applied and a sample of 50 employees ofRelationship Between Transformational Leadership the instrument. The data collected was analyzed by us

34、ingStyle and Jobsatisfaction: A review of relevant literature SPSS software and empirical results indicate thatreveals various relationships theorists have generated organizational culture impacts the relationshipfro

35、m their own researches of transformational leadership betweentransformational leadership and job satisfaction,style and jobsatisfaction. Based on Bodla and Nawaz [12] while the relationship between these variables is pos

36、itivein their study, focused in elaborating the transformational significant relationship.leadership concept and determining its relationship with Gill et al., [15] also found positive relationshipssatisfaction whether l

37、eaders are satisfied from their style. between employees’perceived transformational leadershipThe population of the study is the faculty members in used by managers and employees’ perceived jobhigher education institutes

38、 and universities. The data satisfaction among Indian restaurant employees. A totalwere collected by administering Multifactor Leadership of 218 restaurant industry employees from the Punjab areaQuestionnaire (MLQ) to

39、 265 faculty members in all. of India were surveyed to assess their perceptions ofFrom the result, the study found a significant and positive transformational leadership, empowerment and jobrelationship between leader

40、ship style and satisfaction. satisfaction at their work place. Since employee perceivedIn addition, the researchers advised for policy implication managerial transformational leadership and employeethat leaders must a

41、lso agree withthe opinion of the perceived empowerment increase employee jobfollowers when they come with sound logic and reasoning satisfaction, it is vital for the hospitalityso they can feel confidence and t