The paper "Leadership Styles and Employees Job Satisfaction - Banking Organisations in Australia" is a perfect example of a management research paper. Human resource capital is one of the great resources; organisations take advantage of to ensure competitiveness in the market. Human capital in any organization forms an important component of the organization as it takes part in most functions in relation to the day-to-day running of the business (Rothfelder, Ottenbacher & Harrington 2012, p. 209). Many organizations are striving for a type of human resource that is best suited to propel the organization in achieving its goals and objectives.
In any organization, the expectation is that the top management leaders make maximum utilization of the available resources to ensure that they remain competitive in the market while still sustaining the organization’ s profitability position. Johnson (2007, p. 11), pointed out that the amount of output that employees give depends on their level of satisfaction. The following is a report on research carried out to examine the possibility of a link between levels of satisfaction for employees and the styles of leadership applied by their leaders.
The research targeted to collect data from employees in private banking organizations in Australia 1.2: Background information Leadership styles are adapted to the demands and the situations at hand. The organisational challenges and the employees involved. Martindale (2010, p. 33), noted that leadership is more of the needs of the people and that of the organisation and less of their personal needs. There exist different types of leadership; the styles adopted to form part of the repertoire. Leadership aims at guiding employees towards a shared dream. Visionary leadership creates an environment that is free to innovate, allows the sharing of ideas and leads to a positive change in the organisation.
In the modern competitive business world, leadership should emphasize affiliation and democratise the running of organisation, promote teamwork, harmony and ensuring that people connect with each other (Johnson 2007, p. 19).
Allen, D. and Wilburn, M. (2002). Linking customer and employee satisfaction to the bottom line. Milwaukee, Wis.: ASQ Quality Press, pp.12-34.
Antonakis, J. and Avolio. 2003. Context leadership: An examination of the nine-factor Full- Range leadership theory. The leadership Quarterly, 14 (3), 261-295.
Bernard, M. 2003. The future of leader in learning organisations. Journal of Leadership and Organizational Studies, 7 (3), pp. 19-31.
Burke, W. (2001). Full leadership development: Building the vital forces in organizations, Human Resource Development Quarterly, 12(1), pp.99-102.
Chandan, C. and Devi, R. 2014. Leadership Styles. Research Journal of Management, 2(2), pp. 2-10.
Creswell, J. 2009. Research design: Qualitative, quantitative and mixed methods approaches. Thousand oaks, CA: Sage, pp. 4-19.
Denzin, N. and Lincoln, Y.S. (2008). Collecting and interpreting qualitative materials. Malden, MA: Blackwell.
Foster, J. and Yavorsky, C. (2006). Understanding and Using advanced statistics. Thousand Oaks, CA: Sage.
Friedman, H and Langbert, M. 2000. Transformational leader. Journal of Leadership Studies, 7 (2), pp. 88-95.
Gupta, V. 2004. Impact of socialization on transformational and transactional leadership. Role of leader member exchange. South Asian Journal of management. 1(1), pp. 2-17.
Harold, D and Fedor, D. 2008. The transformational and change leadership effect on employee’s commitment to a change. Journal of Applied Psychology, 93(2), pp. 346-357.
Johnson, T. 2007. The Principal Leadership Styles Impact on Teacher Motivation and Job Satisfaction, Human Resource Development Quarterly, 1 (2), pp. 2-19.
Kippenberger, T. (2002). Leadership Styles. Oxford, U.K.: Capstone Pub, pp. 9-18.
Kothari, C.R. (2005). Research Methodology- Methods and Techniques. New Delhi: Wiley Eastern Limited.
Lowe, K and Kroeck, 2006. Effectiveness correlates of transformational and transactional leadership. The leadership quarterly, 7(3), pp. 385-425.
Martindale, N. 2010. Leadership styles: how to handle different personas. Strategic Communication Management, 15 (8), pp.32-35.
Mitchell, M. and Jolly, J. 2010. Research design explained. Belmont, CA: Wadsworth.
Neumann, W. L. (2007). Social Research Methods: Qualitative and Quantitative Approaches. London: Allyn & Bacon, pp.35-44.
Northouse. 2001. Leadership; Theory and Practice. Thousand Oaks: Sage Publications, pp.2-7.
Palinkas, L., Horwitz, S., Green,C., Wisdom, J., Duan, N and Hoagwood, K. 2013. Purposeful sampling for data collection and analysis in mixed methods implementation research. Malden, MA: Blackwell, pp. 3-23.
Rothfelder, K., Ottenbacher, M. and Harrington, R. (2012). The transformational, transactional and non-leadership styles impact on employee job satisfaction, German hospitality industry. Tourism and Hospitality Research, 12(4), pp.201-214.
Sakiru, O., D'Silva, J., Othman, J., Silong, A. and Busayo, A. 2013. Leadership Styles and Job Satisfaction for Employees in Medium and small Enterprises. IJBM, 8(13), pp. 122-143.
Sayeed, O and Shankar, M. 2009. Emotionally intelligent leaders and Transformational leadership styles. Indian Journal of Industrial Relations, 44(4), pp.593-610.
Timothy, A. 2004. Personality and transformational and transactional leadership: A meta analysis. Journal of Applied Psychology, 89 (5), pp. 901-910.
Woods, A. 2010. Democratic leadership: Drawing distinctions with distributed leadership. International Journal of Leadership, 7 (1), pp. 3-36.