BRM proj Report 3 - Team 13(sec B)

8/7/2019 BRM proj Report 3 - Team 13(sec B)

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INFLUENCE OF LEADERS ON JOB SATISFACTION

AND THE IMPACT OF GENDER ON THE

PHENOMENON

Submitted By:

JAGADHEESHAN G (27075)

KRISHNAN JEESHA (27085)

TEAM 13 PGP 1- SECTION B

BIM, Trichy

[email protected]

[email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Business Research Methodology Research Report

ABSTRACT

The Influence of leaders and managers plays an important role in the job satisfaction

levels of the employees. The satisfaction levels depend on the leaders ability to understand the

subordinates interests and guiding them to achieve the organizational goals. The leadership

skills and style of the leader greatly influences the satisfaction of the subordinates. Gender of

the leader and the subordinates has also got a significant effect on the Job- satisfaction levels

among the subordinates .Due to globalisation and changing mindsets the diversity in workplace

is increasing and so is the number of women leaders. Our project deals with the effect of

leadership style and Gender on job satisfaction levels among employees. We investigate if the

Leadership style coupled with gender has some effects on the satisfaction levelos of the

employees.

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INTRODUCTION

Job satisfaction describes how content an individual is with his or her job. The happier

people are within their job, the more satisfied they are said to be. It refers to the attitude

towards ones job or an pleasurable emotional state resulting from the appraisal of ones job.

More favourable the outcome is, more satisfied the individual is. There are many external and

internal factors which influence the job satisfaction levels of the individuals. Among these, the

management style of the leader plays a key role. Better it suits the Individuals expectations,

higher the job satisfaction levels.

Our research deals with finding out the impact of the leadership style specifically

transactional and transformational style, on the job satisfaction levels of the employees and to

find out that whether the gender has an impact on the job satisfaction of the subordinates. If so,

we are also trying to find the type of leadership style and the mix of style and gender which has

a significant influence on the Job satisfaction of the subordinates.

Transformationalleadership is defined as a leadership approach that causes change in

individuals and social systems. In its ideal form, it creates valuable and positive change in the

followers with the end goal of developing followers into leaders. Enacted in its authentic form,

transformational leadership enhances the motivation, morale and performance of his followers

through a variety of mechanisms. These include connecting the follower's sense of identity and

self to the mission and the collective identity of the organization; being a role model forfollowers that inspires them; challenging followers to take greater ownership for their work,

and understanding the strengths and weaknesses of followers, so the leader can align followers

with tasks that optimise their performance.

Transactional leadership is a term used to classify a formally known group leadership

theories that inquire the interactions between leaders and followers. A transactional leader

focuses more on a series of "transactions". This person is interested in looking out for oneself,

http://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadership


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having exchange benefits with their subordinates and clarifies a sense of duty with rewards and

punishments to reach goals.

The schema which is the basis of the research project is shown below.

LITERATURE REVIEW

From literature review it was found that subordinates had higher satisfaction levels in

democratically led groups than the autocratic groups also gender had a less significant effect on

the satisfaction levels of the subordinates. Though the literature we referred to mostly focused

on the democratic and autocratic leadership styles, it formed the basis for our assumptions and

taking up this topic for the project. The articles were mostly obtained from the EBSCO

database and through different articles from various websites. Having these findings as a base

we had set the hypothesis and problem statements involving the Leadership style, Gender and

mix of both as individual variables. That led us to setting up three hypotheses to test for the

research. The results were revealing and informational.

Problem Statement:

1) Transformational leadership style is better than Transactional Style.

2) Women are more efficient leaders than Men

3) Female transformational leaders are better than the Female transactional leaders.



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QUANTITATIVE RESEARCH

In the prevailing scenario most organizations are finding it difficult to keep the

employee satisfaction levels high and fail miserably in keeping the employees morale intact

because of the problems in finding out efficient and capable leaders. We assumed that

transformational leader led groups can provide higher levels of satisfaction than the

transactional leader led groups, this can be further generalized into that the transformational

leaders behave as the major effectors of employee job satisfaction. Measurement of the

leadership effectiveness cannot be qualitatively defined and needs greater emphasis on the

quantitative research to get the effective conclusion of results.

SAMPLE DESIGN AND PROCEDURE

The population needed for this type of study has to be diverse, so we decided to have a

heterogeneous mix of elements in the population. The total sample size was 38. We had chosen

Simple Random Sampling for our research.

We went ahead by having two sets of samples, one within BIM another outside BIM.

Outside BIM, we chose a renowned college in Trichy, which has four departments, headed by

both male and female HOD (2 each) and we conducted the survey on the subordinates

reporting to them. We got a total of 28 respondents from this source. From the other source, we

chose 10 students who have got considerable work experience in the diverse fields and had

them take the survey. The survey questions were circulated to them, there were two sets of

questionnaires, one to understand the leadership style of the leader and the other to find out the

Job satisfaction level among the subordinates. The responses were collected in person, over

phone and through online survey tools. Questionnaire used for the survey is enclosed in the

appendix (1).

The Demographic details based on the factor of Gender among the subordinates are

shown below.



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The split among the different styles of leadership is shown below

HYPOTHESIS

The Hypothesis used for the research were based on the online literary facts and basicassumptions. Here are the list of hypothesis used for our research with the assumed background

for the individual hypotheses.

Hypothesis 1: Subordinates will be more satisfied with transformational leaders than with

transactional leaders

This was based on the assumption that the transformational leaders act as change

agents for the major changes in the organization. This would encourage the subordinates to

quickly associate themselves with the leader and be more enthusiastic about being part of the



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team under such a leader. This sort of association and being part of team which contributes to

the organizational development can make the sub-ordinates be more satisfies with job.

Hypothesis 2: Subordinates will be less satisfied in female transformational leaders than in

male transformational Leaders.

This was based on the assumption that from ages male have always been given the

mantle of leadership and hence subordinates would be more satisfied a male bringing about

transformational leadership than a female.

Hypothesis 3: Subordinates will be less satisfied with female transactional leaders than with

female transformational leaders.

This was based on the assumption that subordinates will rather have a female leader

who brings about a change with vision than a female leader who will just consider works as

transactions and reward based. Gender specific study adds value.

ANALYSIS AND SUMMARY

Transactional Leadership and Transformational Leadership

From the direct correlation we can find that there is a significant correlation between the job

satisfaction of subordinates and leadership style. As we can see we have used both correlation

and independent sample T-test. We have found that subordinates under Transformational

leaders are more satisfied than under transactional leaders, the lower the job satisfaction index

the more satisfied the person, as shown by the values below.

Table 1. Group Statistics

LeaderStyle N Mean

Std.

Deviation

Std. Error

Mean

JobSatis Transactional 17 2.5544 .76236 .18490

Transformational 15 1.9380 .61741 .15941



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Table 2. Correlations

JobSatis LeaderStyle

JobSatis Pearson

Correlation1 -.414*

Sig. (2-tailed) .018

N 32 32

LeaderStyle Pearson

Correlation-.414* 1

Sig. (2-tailed) .018

N 32 32

*. Correlation is significant at the 0.05 level (2-tailed).

Transactional Leadership and gender

There is no significant difference between satisfaction for people working under male and

female leaders when the leadership style is transactional. This is proved as we can see the

significance level is greater than .05.

Male = 2.5983

Female = 2.5194

Significance = .243


Gender N Mean

Std.

Deviation

Std. Error

Mean

JobSatis Male 8 2.5938 .93482 .33051Female 9 2.5194 .62834 .20945

Table 4. Independent Samples test



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Transformational Leadership and gender

There is a significant difference between satisfaction levels for people working under male and

female when leadership style is transformational as the significance level is .05.

People working under a female transformational leader were more satisfied than those working

under a male transformational leader as is evident from the values of job satisfaction index for

subordinates working under male and female transformational leaders.

Male = 2.1495

Female = 1.5150

Significance = .05


Gender N Mean

Std.

Deviation

Std. Error

Mean

JobSatis Male 10 2.1495 .64412 .20369

Female 5 1.5150 .25532 .11418


Female Transactional and Transformational Leadership difference

People are more satisfied under female transformational leader than female transactional

leader. This is evident from the significance level being less than .05. Also the value of job

satisfaction Index is lesser for transformational leaders than transactional leaders when the

gender is female.



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Transformational = 2.5194

Transactional = 1.5150

Significance = .018


LeaderStyle N Mean Std. Deviation Std. Error Mean

JobSatis Transactional 9 2.5194 .62834 .20945

Transformational 5 1.5150 .25532 .11418


CONCLUSION

Hypothesis I

This hypothesis was proved correct.

Subordinates were found to be more satisfied under Transformational leadership

Hypothesis II

This hypothesis was proved wrong.

We were able to infer from the findings that subordinates were more satisfied under a female

transformational leaders than a male transformational leaders

Hypothesis III

This hypothesis was proved wrong.

Subordinates were less satisfied with female transformational leaders than female transactional

leaders.



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SCOPE FOR FURTHER STUDY

We have only considered the effect of Leadership Style that too only a narrow two types andthe gender as the variables. There might be influences from other factors such as the Gender of

the respondent, the type of workplace , the nationality and so on.

BIBLIOGRAPHY

1. The Link between Leadership Style, Communicator Competence and Employee

Satisfaction, Paul E. Madlock, West Virginia University.

2. Gender, Leadership Style and Subordinate Satisfaction : An Experiment, Elliot

Kushell and Rae Newton, California State University, Fullerton.

3. The Effect of Gender on Job Satisfaction and Organizational Commitment in Kuwait,

Al-Ajmi, Rashed, International Journal of Management; Dec2006, Vol. 23 Issue 4

4. Gender Differences in Job Satisfaction,Mason, E. Sharon,Journal of Social

Psychology; Apr95, Vol. 135 Issue

5. Influence Of Gender And Leadership Style on Career Commitment And Job

Performance Of Subordinates, O. A. Afolabi, O. J. Obude, A. A. Okediji And L.

N.Ezeh, Global Journal Of Humanities Vol 7, No.1&2, 2008: 1-8



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ANNEXURE 1:

Questionnaire 1

Leadership Style of Superior Survey

(Please fill your preference based on the question about your superior, all information

will be confidential and dont mention your name anywhere)

Gender of your Superior (Person you report to): Male / Female



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Strongly

Agree

Agree Nuetral Disagree Strongly

Disagree

1. Focuses attention on irregularities,

mistakes, exceptions and deviations from

what is expected of me

2. Engages in words and deeds that

enhance his/her image of competence.

3. Monitors performance for errors

needing correction

4. Serves as a role model for me.

5. Points out what I will receive if I do what

is required.

6. Instils pride in being associated with

him/her

7. Keeps careful track of mistakes.

8. Can be trusted to help me overcome any

obstacle.

9. Tells me what to do to be rewarded for

my efforts.

10. Makes me aware of strongly held values,

ideals, and aspirations which are shared

in common.

11. Is alert for failure to meet standards.

12. Mobilizes a collective sense of mission.

13. Works out agreements with me on what I

will receive if I do what needs to be done.

14. Articulates a vision of future

opportunities.

15. Talks about special rewards for good

work

16. Talks optimistically about the future.



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1. I know what is expected of me

at work.

2. I am given adequate freedom to

do my job efficiently

3. This last year, I have had

opportunities at work to learn and grow

4. I am kept informed about the

activities that go on in my organization

5. My superior, that is the person I

report to seems to care about me as a

person.

6. At work, my opinion seems to

count.

7. In the last three months, my

superior has talked to me about my

progress.

8. My superior encourages my

development.


BRM proj Report 3 - Team 13(sec B)

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