Transformational Leadership and Non-Teaching Staffs’ Job Satisfaction in Selected Private Higher Educational Institutions

Shiyun Cheng; Maria Luvimi L. Casihan

doi:10.54097/5k2nyh60

Authors

Shiyun Cheng
Maria Luvimi L. Casihan

DOI:

https://doi.org/10.54097/5k2nyh60

Keywords:

Transformational Leadership, Job Satisfaction, Non-Teaching Staff, Academic Department Leaders

Abstract

To better enhance the competitiveness of private colleges and universities, especially in the case of fewer and fewer students, the soft power of human resources is particularly important. Thus, research on private colleges and universities is of great significance to promoting the development of higher education in Sichuan and even the entire western region. The research found that the job satisfaction of employees was closely positively correlated with the four aspects of transformational leadership (idealized influence, inspiration motivation, intellectual stimulation, and individual consideration), and the needs for transformational leadership were different for different educational levels, age groups, and professional titles. The study showed that the higher the educational level and professional title, the stronger their demand for transformational leadership, and vice versa; in terms of age and years of work, the older and longer the staff had, the lower their demand for transformational leadership and the lower their scores. They had a fixed mindset and were more inclined to a stable leadership style. On the other hand, the study found that the job satisfaction of administrative staff was significantly affected by leadership style, that is, they had a significant correlation, among which relationship satisfaction had the highest correlation, followed by satisfaction with the environment and welfare, and then the satisfaction with personal growth and progress. The lowest correlation was the satisfaction with the work itself. This is mainly because transformational leaders have a sense of responsibility, motivate and inspire employees, guide employees, and pay attention to the balance between work and life, which evaluates various standards relatively high. The research results are helpful to promote the improvement of transformational leadership in private universities, and then improve employee satisfaction.

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