Leadership Styles: Impact on Job Satisfaction and Burnout

Description

Page: 385-389

Ruchi Dubey Chaturvedi, Freyana Shinde, Aarefa Nadiadi, Ameya Javeri, and Samruddhi Sadvilkar (Department of Psychology, Jai Hind College (Autonomous), Mumbai University, Mumbai, Maharashtra)

The study delves into the impact of emerging trends in leadership styles on two attitudes exhibited by employees- job satisfaction and burnout. The three leadership styles studied in the context of the Indian workforce were transformational, transactional, and passive leadership styles. A purposive sampling method was used to select 45 participants, aged 30 years to 50 years from the private sector and public sector, with 15 individuals under each of the leadership styles. 23 were females and 22 were male employees. Tools used were the Multifactor Leadership Questionnaire (Avolio & Bass, 2004); Job Satisfaction Survey (Spector, 1985); and the Oldenburg Burnout Inventory (Demerouti & Nachreiner, 1998). The results were analyzed using One-way ANOVA. The results found no significant differences in burnout and job satisfaction scores among the three leadership styles. The study underscores the complexity of leadership dynamics and the necessity for further exploration of factors influencing employee well-being within organizational contexts.