The power of productive organisational energy in relation to leadership style and job satisfaction : the context of Saudi Arabian universities

• Main Author: Abualhamael, Zeyad Waleed H.
• Published: Manchester Metropolitan University 2017
• Subjects: 658
• Online Access: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.740455

Leadership as a research concept has been for many years – and still remains – an area of significance. The topic of leadership has been researched and debated a great deal; however, the leadership style adopted by higher education institutions within a particular context and culture has been considered very little. The primary aim of the Doctorate research study carried out herein is to examine and evaluate the relationship between leadership styles, i.e. transformational and transactional, productive organisational energy and academic and administrative staffs’ job satisfaction in public and private universities of Saudi Arabia. In fact, during the latest few decades, the leadership body of literature has expanded beyond the focus on traits and behaviours and also provided the theoretical basis for understanding the nature of each variable, which is highlighted in the research study. The present study was based completely on the quantitative research method approach. Data for the research were collected from the academics and administrative staff of two higher educational institutions in Saudi Arabia through the use of a survey questionnaire which was sent to more than 1,400 potential respondents. A theoretical framework was also assessed in an empirical study in Saudi Arabia, to examine the impact of leadership style on job satisfaction and the mediating role played by productive organisational energy – as observed in the relationship between leadership style and job satisfaction. The study is significant for practical purposes, as it can benefit organisations in identifying their need for a specific leadership style, in order to boost their employees’ productive energy and satisfaction. The relationship between leadership style, productive organisational energy and job satisfaction was tested theoretically and empirically. The research determined that in the public King Abdulaziz University, transformational leadership predicted neither job satisfaction nor productive organisational energy to a significant level, though transactional leadership did so. Conversely, for the private Dar Alhekma University, transformational leadership did predict job satisfaction and productive organisational energy to a significant level, but transactional leadership did not manage to do so. Finally, a review of some of the limitations of the research study and several areas of future research are provided on the basis of the empirical and theoretical findings.