Topic Impacts of Leadership Style Effectiveness of Managers and Department

Heads to Employees’ Job Satisfaction and Performance on Selected Small

Scale Businesses in Cavite, Philippines

Journal International Journal of Recent Advances in Organizational Behavior and

Decision Sciences (IJRAOB)

Volume/Issue Vol: 2 Issue: 2

Year 2016
Abstract This study primarily centered on determining the impact of leadership style
effectiveness of managers and department heads to employees’ job
satisfaction and performance on selected small-scale businesses in Cavite,
Philippines. It utilized the descriptive research design and survey
questionnaires as its research instrument which were floated to 150
employees randomly selected for the purpose of this study. The
questionnaires contained the leadership interaction characteristics of the
managers and the department heads to his/her employees or subordinates in
relation to its impact to the job satisfaction and performance of these
employees.

Variables
Leadership style

Autocratic, Bureaucratic, Laissez JOB SATISFACTION

Faire, Charismatic, Democratic,
Participative, Situational,
Transactional, Transformational

Hypothesis Hₒ1: There is no significant impact between leadership styles (Autocratic,

Participative/Democratic, Laissez-Faire) to employee job satisfaction and
Performance.
Hₒ2: There is no significant relationship between leadership style and employee
Job performance.
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Methodology 1. To attain objective of this study, the researcher utilized the research design
With the survey questionnaires.
2. The survey questionnaires were floated to the 150 respondents from selected
cooperative organizations in Cavite, Philippines
3. Selected through random sampling with the use of Slovene’s formula wit n =
N/(1+Ne2 ).
4. The 150 questionnaires, all respondents were able to answer the questions
and were retrieved within the time span of the study.

5. The questionnaires were also validated and tested before distributed to the
respondents.
6. The data were analyzed using percentages, weighted mean, correlation
coefficient, and multiple regressions.
7. Specifically, percentages were used to analyze demographic variables such
as age, gender, length of service and leadership styles while weighted mean
were utilized to survey questionnaires on leadership style.
8. To determine the relationship between variables: Leadership style; Job
Satisfaction; and Job Performance; the correlation coefficient and multiple
regression were employed.
Findings 1. Half of the respondents or 50% are in the ages 40-50 years old while 33%
belongs to 51 years old and above. About 20% falls between 29-39 years old
and only 8% are managers and department heads that falls in the age bracket
18-28 years of age
2. Respondents are female in selected small-scale businesses (Cooperatives) in
Cavity, Philippines having 70% female compared to 30% of male.
3. Half of the managers and department heads or 50% are serving the
cooperatives for 6-10 years while 30% of the respondents already served for
1-5 years, 12% are working more than 10 years and, only 8% have worked
for less than a year.
4. Majority of the respondents or 60% used the participative leadership style,
24% have utilized the authoritarian leadership and 16% used Laissez-Faire
leadership style. Further, it shows the prevailing trend in the leadership style
used in the respondents’ cooperatives.
5. The participative leadership style revealed a stronger correlation among the
three which has (p=0.002 < 0.05) followed by autocratic leadership style
with (p=0.009 < 0.05). However, the laissez faire leadership style marked
the least positive correlation with (p=0.020 < 0.05). This also further implies
that these three significantly correlates job satisfaction and performance and
are significant predictors of the employees’ job satisfaction and performance
levels. This would also mean that, the choice and utilization of the leadership
styles by the managers and heads of their respective cooperatives impacts
the way how the employees will perform in relation to their job satisfaction
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Limitations

Recommendations 1. it is suggested that these respondents should continuously consider the

participative leadership style as its priority although the autocratic and
laissez-faire cannot be totally ignored
2. Any leadership style when poorly implemented may result to negative
consequences to the individuals and the performance of the entire
Organization.
3. the researcher recognized the fact that the leadership style investigated is
limited to the three common leadership style (autocratic, participative,
laissez-faire) and there are other factors for consideration such as
transformational, transactional and others that might potentially relates to the
Study.

4. This view the fact that, any leadership style when poorly implemented may result
to negative consequences to the individuals and the performance of the entire
organization
5. The manager’s leadership style regarding open communication, employee
participation in goal setting, decision making and problem solving, and cooperation
with other department in achieving corporate goals promotes employee job
satisfaction and performance.
6. The impact of leadership style on employees’ satisfaction is generally
satisfactory.

References

Gadot, E. V. (2007). Leadership style, organizational politics and employees' performance: An empirical
examination of two competing models. Personal Review, 36(5), 661-683.
http://dx.doi.org/10.1108/00483480710773981