continued The Effect of Leadership on Job Satisfaction 37 Similarly according

Continued the effect of leadership on job

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(continued) The Effect of Leadership on Job Satisfaction 37
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Similarly, according to the findings of the moderator analysis, the differ- ence in the effect size of different publication years is not statistically significant. However, the studies conducted from 2000 to 2009 have found that leadership has a strong effect on job satisfaction, and studies for other years show a medium effect. Type of publication was not found to be a significant moderator of the effect of leadership on job satisfaction, but a medium-level effect was found for articles and dissertations. Another moderator variable considered in the study was leadership style/ approaches. According to the findings, leadership style/approach is a signif- icant moderator on the effect of leadership on job satisfaction. The leadership style/approach most effective for job satisfaction is leadership skills because the display of basic leadership skills increases the job satisfaction of employees (Bentley & Rempel, 1972 ). The least effective leadership style/ approach on job satisfaction is leadership behaviors. The behaviors of leaders affect employees behaviors (Bass, 1990 ) and job satisfaction. However, because leadership skills have a stronger effect on job satisfaction than leadership behaviors do, it is important to note that leaders should not simply display leadership behaviors; they should also show employees that they have the necessary fundamental leadership skills to increase employees job satis- faction. A further finding concerning leadership style/approaches is that distributive, democratic, ethical, instructional, intellectual, supportive and charismatic leadership styles have no effect on job satisfaction. References 1 Abd-El-Salam, E. M., Shawky, A. Y., El-Nahas, T., & Nawar, Y. S. (2013). The relationship among job satisfaction, motivation, leadership, communication, and psychological empower- ment: An Egyptian case study. S.A.M Advanced Management Journal, 78 (2), 33–50.* Abou Harash, H. (2010). An analysis of the relationship between the perceived leadership styles of educational leaders and the job satisfaction of faculty members who serve under them within community colleges. (Order No. 3423555, Pepperdine University).* Abouelenein, M. S. (2012). CIOs transformational leadership behaviors in community colleges: A comparison-based approach to improving job satisfaction of information technology workers. (Order No. 3535722, University of Phoenix).* Abraham, J., & Grant, L. A. (2008). Leadership competencies and employee satisfaction in nursing homes. Seniors Housing & Care Journal, 16 (1), 11–23.* Adadevoh, E. K. (2003). The relationship between transformational and transactional leadership behaviors of nursing managers and job satisfaction and organizational commitment among hospital nursing staff. (Order No. 3185860, Nova Southeastern University).* Adebayo, O. O. (2010). Obstetric nurses perceptions of manager s leadership style on job satisfaction and organizational commitment. (Order No. 3468112, University of Phoenix).* 1 References marked with an asterisk indicate studies included in the meta-analysis. The in-text citations to studies selected for meta-analysis are not followed by asterisks.
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  • Winter '19
  • Dr Tolla
  • The Land, Leadership Quarterly, Leadership and Organizational Outcomes, M. K. M.

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