Leadership Style and Academic Staff Job Satisfaction at Jimma University, Ethiopia

Abstract

This study explored the link between leadership style and academic staff's job satisfaction at Jimma University. A correlation research design was used to conduct the study. Data was collected from 291 academic staff selected using availability for leaders as their number was small, and proportionate
stratified random sampling techniques for staff. Data was gathered using two standardized questionnaires: Multi-factor Leadership Questionnaire (MLQ-5x) and the Job Satisfaction Survey questionnaire (JSS) and analyzed using mean, Standard Deviation (SD), an independent-test and Pearson’s product-moment Correlation. Finally, the findings revealed a statistically significant (p < 0.05) and positive correlation between the transformational leadership style with all the dimensions of job satisfaction except supervision. Besides, there was a positive and significant correlation (p < 0.05) between transactional leadership style and staff’s job satisfaction. Nonetheless, there was a negative and statistically significant correlation between laissez-faire leadership style and job satisfaction. The
transformational leadership style was the strongest predictor of job satisfaction (β = 025, P < 0.05). These findings may imply that academic job satisfaction would be improved in this university by enhancing the practice of transformational and transactional leadership styles. In this regard, better emphasis given to these two leadership styles in the university need to be encouraged. Hence, there is a need for leadership development training programs to advance the leadership skills of the leaders at the institution