Job Satisfaction and Leadership in Organizational Behavior

The most fundamental factor on which any organization depends is the philosophy of the managers and the solidarity of their leadership in guiding the organization towards its goals. It is the driving factor for the organization because it decides the traits of the organizational culture that comprises both formal and informal matters of the organization and the environment prevalent in the organization that influences the moods and hence the performance of all personnel working in the organization. Employees working in an organization derive the motivation required for a good performance from the quality of their work-life as decided by the organizational culture. Employees’ satisfaction with their job is fundamental to the development of their personal willingness to follow the instructions of the leaders in the hierarchy of an organization. The development of a supportive organizational culture is more likely to result in enhanced commitment to the work on the part of the employees. (Rashid et al, 2003 cited in Yiing and Ahmad, 2008, p. 78). This paper aims at evaluating this argument with special reference to research done in the past and reasonable justification.Before getting into an in-depth analysis of the relationship between job satisfaction and the prevalent style of leadership in an organization, it is customary to define job satisfaction. “Methodologically, we can define job satisfaction as an employee’s affective reaction to a job, based on a comparison between actual outcomes and desired outcomes.” (Mosadeghrad, 2003b cited in Rad and YarMohammadian, 2006, p.12). According to Mosadeghrad’s definition of job satisfaction, it is essentially a measure of the compliance of employees’ actions to those that are expected out of them by their leaders. Results of a research conducted by (Liu, Siu, and Shi, 2010, p. 470) on exploring the role of trust as a mediator between the leader and the self-efficacy suggested.