Expectations of Job Satisfaction Based on Three Common Leadership Styles

Expectations of Job Satisfaction Based on Three Common Leadership Styles by Ethel Chiles MBA, Capella University, 2008 BS, North Carolina Agricultural and Technical State University, 1997 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Leadership and Organizational Change Walden University May 2015 Abstract Some leadership styles can produce job dissatisfaction, resulting in labor turnover and financial loss to organizations. Despite these known consequences, there is a lack of research on the perceptions of leadership styles on job satisfaction for hourly wageworkers. This phenomenological study was used to understand the experiences of non-management employees on how management leadership styles affected their job satisfaction. Bass’s leadership theory, Herzberg’s dual factor theory, and Maslow’s hierarchy of needs guided this study. The primary research questions were used to explore themes in leadership styles affecting selected North Carolina employees in the workplace. Data collection included in-depth interviews with 25 hourly wageworkers who completed at least one annual performance discussion with their first-line supervisor. Utilizing Moustakas’ modified van Kaam method of data analysis, 4 primary themes emerged: (a) perceptions of 3 leadership styles, (b) insights on job satisfaction, (c) observations of leader behaviors, and (d) leadership agility. The 4 primary themes and 18 subthemes indicated that participants perceived more positive experiences with transformational leaders than they did with transactional or laissez-faire leaders. The findings are important for first-line supervisors in the fields of business, finance, and education to develop strategies that may maximize positive experiences with leadership styles that will create and improve overall job satisfaction. Social change implications, given the findings, include supervisors’ increased awareness of how the 3 leadership styles could provide more favorable experiences for hourly wageworkers.Some leadership styles can produce job dissatisfaction, resulting in labor turnover and financial loss to organizations. Despite these known consequences, there is a lack of research on the perceptions of leadership styles on job satisfaction for hourly wageworkers. This phenomenological study was used to understand the experiences of non-management employees on how management leadership styles affected their job satisfaction. Bass’s leadership theory, Herzberg’s dual factor theory, and Maslow’s hierarchy of needs guided this study. The primary research questions were used to explore themes in leadership styles affecting selected North Carolina employees in the workplace. Data collection included in-depth interviews with 25 hourly wageworkers who completed at least one annual performance discussion with their first-line supervisor. Utilizing Moustakas’ modified van Kaam method of data analysis, 4 primary themes emerged: (a) perceptions of 3 leadership styles, (b) insights on job satisfaction, (c) observations of leader behaviors, and (d) leadership agility. The 4 primary themes and 18 subthemes indicated that participants perceived more positive experiences with transformational leaders than they did with transactional or laissez-faire leaders. The findings are important for first-line supervisors in the fields of business, finance, and education to develop strategies that may maximize positive experiences with leadership styles that will create and improve overall job satisfaction. Social change implications, given the findings, include supervisors’ increased awareness of how the 3 leadership styles could provide more favorable experiences for hourly wageworkers. Expectations of Job Satisfaction Based on Three Common Leadership Styles by Ethel Chiles MBA, Capella University, 2008 BS, North Carolina Agricultural and Technical State University, 1997 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Leadership and Organizational Change Walden University May 2015 Dedication I dedicate this dissertation to my mother, Mary Beatrice Foster, and my father, the late Rev. Willie C. Foster, who instilled the tenacity and determination in me to pursue such an endeavor and to my family who continuously encouraged me during my doctoral journey. I am grateful for all the support and understanding from my brothers and sisters because I missed many family events. I dedicate this dissertation to my son, Carlton Lamar Chiles, who provided inspiration when times were tough continuously reminding me that I had to finish what I started. I acknowledge my wonderful and bright grandson, Gabriel Lee Chiles, who was an inspiration to me through loving his grandma. I dedicate this dissertation to my husband, Alec Neal, who managed the home and provided me with the space, freedom, and encouragement to complete this journey. I love you all and thank you for helping me to fulfill my dream. Acknowledgments I would first like to thank my Lord and Savior, Jesus Christ, for providing me with the strength and help to stay on this journey until I successfully completed the goal. I would like to acknowledge the guidance and encouragement from Dr. Carol Wells who continuously reminded me that I could do this, despite the many obstacles and challenges I faced. I would like to thank Dr. Diane Stottlemyer who became a committee member after the journey began but became a motivator for me also. Both of you compelled me to focus on my progress until I accomplished my goal.