Psychological empowerment as a mediator between leadership styles and employee creativity: A Case Study of Nonprofit able Organizations in Pakistan (Published)
This research paper explores the leadership styles and its impact on employee creative behavior and interested to find out whether the psychological empowerment has the mediating effect or not. For this purpose, the data was collected from the 189 employees of non-profitable Organizations working in four cities of Pakistan. The convenience sampling method was used for data collection. The results show that the transformational leadership style has negatively associated with employee’s creativity while the servant leadership style has positively associated with employee creativity. Moreover, another imperative discovery was made that the mediating role of psychological empowerment has significantly revealed between transformational leadership style, Servant leadership style and employee creativity.
Keywords: Transformational Leadership Style, employee’s creativity, non-profitable organizations, psychological empowerment, servant leadership style
Organizational Leadership Styles and Their Impact on Employees’ Job Satisfaction: Evidence from the Mobile Telecommunications Sector of Ghana (Published)
This paper seeks to investigate the impact different styles of leadership have on employees’ satisfaction with their jobs. The research was a cross-sectional study of employees in the mobile telecommunications sector of Ghana. A total of 400 usable questionnaires were obtained. The multiple regression technique was the main statistical tool employed to test the formulated hypotheses. It is identified that three dimensions of transformational leadership style – individualized consideration, inspirational motivation and intellectual stimulation have positive effect and correlation with extrinsic satisfaction except idealized influence that has an insignificant relationship. In terms of transactional leadership style, two of the dimensions – contingent rewards and passive management by exception show positive effect and correlation with extrinsic satisfaction, except active management by exception that has an insignificant relationship. Also three dimensions of transformational leadership style – inspirational motivation, intellectual stimulation and idealized influence show positive and significant relationship with intrinsic satisfaction, except individualized consideration that showed an insignificant relationship whilst the three dimensions of transactional leadership style have an insignificant relationship with job satisfaction. On the whole, leadership style is found to be a significant predictor of job satisfaction.
Keywords: Extrinsic Satisfaction., Intrinsic Satisfaction, Transactional Leadership Style, Transformational Leadership Style