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|Title:||The influence of leadership styles on job satisfaction at a cellulose pulp mill in KwaZulu-Natal : a case study||Authors:||Loganathan, Roland||Issue Date:||5-Jun-2013||Abstract:||Leadership is defined as a process by which an individual attempts to influence other group members towards achieving group goals. Leadership is also viewed as a process which people use to bring out the best in themselves and others. National culture is said to play a pivotal role in determining the effectiveness of leadership styles. Literature on leadership identifies transformational leadership, transactional leadership and laissez-faire leadership as the three common leadership styles in the current climate, with transformational leadership and transactional leadership being the most dominant. Literature suggests that an employee’s job satisfaction is strongly influenced by leadership style. Current leadership styles are related to job satisfaction by varying degrees. Several studies have indicated that transformational leadership results in higher levels of job satisfaction than transactional or laissez-faire leadership. The overall aim of the study was to investigate the relationship between leadership styles and employee job satisfaction levels within the organisation. A quantitative study was conducted to accomplish the objectives of the study. Questionnaires were administered to employees within the selected target population in the organisation. The data received were analysed using statistical packages. The results of the study show that there are statistically significant relationships between overall transactional leadership and job satisfaction, overall transformational leadership and job satisfaction and laissez-faire leadership and job satisfaction. However, two attributes of transformational leadership best explain job satisfaction. Intellectual stimulation contributed most to explaining job satisfaction, followed by individualised consideration. The remaining attributes of transformational leadership, transactional leadership and laissez-faire contribution to job satisfaction.||Description:||Dissertation submitted in fulfilment of the requirements for the Degree of Masters in Technology: Business Administration, Durban University of Technology, 2013.||URI:||http://hdl.handle.net/10321/861|
|Appears in Collections:||Theses and dissertations (Management Sciences)|
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