The effect of leadership on job satisfaction

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dc.contributor.authorGovender, Shivani
dc.date.accessioned2019-10-09T12:49:44Z
dc.date.available2019-10-09T12:49:44Z
dc.date.issued2018
dc.descriptionA research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, in fulfillment of the requirements for the degree of Masters in Engineering/Doctor of Philosophy in Engineering. September 2018en_ZA
dc.description.abstractLeadership, even though very difficult to define, is a process by which an individual tries to influence others to achieve a holistic organisational goal. Literature categorises leadership into three common styles namely, transactional, transformational and laissez-faire leadership, with transformational leadership and transactional leadership being the most domineering. Literature also proposes that leadership styles influence job satisfaction. The first objective of this study was to determine the leadership style within FNB Business: Projects and Operations and thereafter to investigate the effect of that leadership style on job satisfaction within the business. A descriptive research study using qualitative and quantitative methods was done. Questionnaires were distributed to all employees and the results were analysed. The results of Multifactor Leadership Questionnaire showed that a transformational leadership style, specifically inspirational motivational, prevailed within the department. The MLQ also showed that employees were very satisfied with their jobs. The Job Satisfaction Survey outlines the specific factors, namely, supervision and nature of work that lead to employees being satisfied in their work place. Finally, the Minnesota Satisfaction Survey solidified the high job satisfaction rate within FNB Business: Projects and Operations highlighting minimal variance between extrinsic and intrinsic satisfaction. The results, however, challenge the initial problem statement stating that there was job dissatisfaction due to leadership. This could be due to employees being afraid of being honest, employees not taking the survey or employees moving teams. Therefore, a recommendation is that the survey should be executed again and tracked at a team level. For example, respondents should answer which team they belong to. This field should also be a multiple-choice question as opposed to free text. In this way, leadership style and responses from individuals would be traceable to a specific leader. This would highlight the outliers for more accurate results and actions post this research survey.en_ZA
dc.description.librarianMT 2019en_ZA
dc.format.extentOnline resource (vii, 76 leaves)
dc.identifier.citationGovender, Shivani, (2019). The effect of leadership on job satisfaction, University of the Witwatersrand, https://hdl.handle.net/10539/28260
dc.identifier.urihttps://hdl.handle.net/10539/28260
dc.language.isoenen_ZA
dc.phd.titlePHDen_ZA
dc.subject.lcshLeadership--South Africa
dc.subject.lcshEmployee motivation--South Africa
dc.subject.lcshOrganizational change--South Africa
dc.titleThe effect of leadership on job satisfactionen_ZA
dc.typeThesisen_ZA
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