Theme 2 – Job Satisfaction In researching job satisfaction, Nazir, Akram, and Arshad (2014), concluded that transformational leadership style develops more job security than transactional leadership. This study connects leadership style with subordinate’s job satisfaction. Combining job demands and resource theory, Bakker and Demerouti (2014), support a connection between job demands and job resources as a factor for job success.
Both Nazir et al. (2014) and Bakker and Demerouti (2014) researched external factors that impact job satisfaction. Each of these studies analyzed pervious research. Lindholm, Johnston, Dong, Moore, and Ablah (2014) surveyed a large range of Kansas pastors comparing their perception of their own health with the …show more content…
A recent study by Guinot, Chiva,and Roca-Puig (2014), concluded that positive interpersonal trust increase job satisfaction specifically in stressful job related issues while negative interpersonal trust decreased job satisfaction. Guinot, Chaiva and Puig (2014) used data from a large quantitative study provide a broader view than the other studies. In a case study of a sugar factor, Pastor’s (2014) found that mangers with high emotional intelligence levels inspired their subordinates to have a higher level of emotional intelligence. Skogstad, Aasland, Nielsen, Hetland, Matthiesen, and Einarsen (2015) conducted a longitudinal study on the effects of three leadership behaviors and their impact on job satisfaction. Skogstand et al.’s (2015) used constructive, laissez-faire, and tyrannical leadership behaviors for their study. The findings revealed that over times a laissez-faire approach is more destructive than constructive or tyrannical behaviors. Constructive and tyrannical behaviors lowered job satisfaction quickly but leveled over time while laissez-faire behavior decreased over time. All three studies concluded various leadership behaviors that positively or negatively impact their subordinates. Each study provides a different vantage point with the same conclusion, Skogstand et al. (2015) used time, Guinot et al. (2014) used a large quantitative study and Pastor used a case study. These studies provide no qualitative studies, which limit personal experiences from the
Both Nazir et al. (2014) and Bakker and Demerouti (2014) researched external factors that impact job satisfaction. Each of these studies analyzed pervious research. Lindholm, Johnston, Dong, Moore, and Ablah (2014) surveyed a large range of Kansas pastors comparing their perception of their own health with the …show more content…
A recent study by Guinot, Chiva,and Roca-Puig (2014), concluded that positive interpersonal trust increase job satisfaction specifically in stressful job related issues while negative interpersonal trust decreased job satisfaction. Guinot, Chaiva and Puig (2014) used data from a large quantitative study provide a broader view than the other studies. In a case study of a sugar factor, Pastor’s (2014) found that mangers with high emotional intelligence levels inspired their subordinates to have a higher level of emotional intelligence. Skogstad, Aasland, Nielsen, Hetland, Matthiesen, and Einarsen (2015) conducted a longitudinal study on the effects of three leadership behaviors and their impact on job satisfaction. Skogstand et al.’s (2015) used constructive, laissez-faire, and tyrannical leadership behaviors for their study. The findings revealed that over times a laissez-faire approach is more destructive than constructive or tyrannical behaviors. Constructive and tyrannical behaviors lowered job satisfaction quickly but leveled over time while laissez-faire behavior decreased over time. All three studies concluded various leadership behaviors that positively or negatively impact their subordinates. Each study provides a different vantage point with the same conclusion, Skogstand et al. (2015) used time, Guinot et al. (2014) used a large quantitative study and Pastor used a case study. These studies provide no qualitative studies, which limit personal experiences from the