Uncovering through a Mixed Method Lense: The Perceived Leadership Styles and Employees Job Satisfaction in Higher Education
DOI:
https://doi.org/10.55737/qjssh.739213534Keywords:
Leadership Styles, Employees Job Satisfaction, Non-Academic Employees, Higher Education, Public UniversityAbstract
The objectives of this research are to identify leadership styles and job satisfaction among non-academic employees who support the teaching faculty of the University of the Punjab. There are two variables: perceived leadership styles (PLS) and employee job satisfaction (EJS). The quantitative and qualitative methodology was used for an estimated sample size of 300 non-academic employees. Data was analyzed using descriptive analysis and thematic analysis methods. Frequency tables, percentages, means, and standard deviation were used for data presentation and analysis. The study suggested that there was a positive significant relationship between perceived leadership styles and employees’ job satisfaction. The literature stresses the social exchange cycle and reciprocity rules in the relationships of leaders and their members. In this cycle, if the leaders care about their members and if members perceive that the leaders are supportive, they feel satisfied to behave positively, take voluntary extra work of colleagues in time of need, perform better, and help the higher education universities to reach their goals and objectives. If they don’t perceive leaders' support, they don’t care about the educational organization either.
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