LEADERSHIP STYLES AND EMPLOYEE JOB SATISFACTION IN THE HEALTHCARE SECTOR: A STUDY OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP AMONG PRIVATE HOSPITAL STAFF IN KUALA LUMPUR
DOI:
https://doi.org/10.35631/IJEMP.935019Keywords:
Transformational Leadership, Transactional Leadership, Job Satisfaction, Private HospitalAbstract
This study investigates the relationship between transformational and transactional leadership styles and employee job satisfaction within a Malaysian private healthcare setting. A quantitative correlational design was employed, using primary data from 317 clinical and non-clinical staff at a private hospital in Kuala Lumpur. Validated instruments included the Multifactor Leadership Questionnaire (MLQ) and the Minnesota Satisfaction Questionnaire (MSQ). Data were analysed using SPSS for descriptive statistics, reliability analysis, Pearson's correlation, and multiple regression. The findings revealed a significant positive relationship between transformational leadership and job satisfaction (r = 0.557, p < 0.01), with transformational leadership emerging as a strong predictor (β = 0.476, p < 0.001). Transactional leadership also demonstrated a positive correlation with job satisfaction (r = 0.479, p < 0.01) but was not a significant predictor when both leadership styles were considered simultaneously (p = 0.179). The model explained 31.5% of the variance in job satisfaction (R² = 0.315, F = 72.079, p < 0.001). These results align with recent research suggesting that while transactional behaviours provide structure and clarity, transformational behaviours inspire greater emotional commitment and long-term satisfaction. The study contributes to leadership literature by providing empirical evidence from the Malaysian private healthcare sector, underscoring the importance of transformational leadership in enhancing job satisfaction.
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