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The impact of Secure-base leadership on job satisfaction: The role of leadership effectiveness

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  • Gholamreza Shams

    (Shahid Beheshti University)

Abstract

The present study aimed at investigating the impact of secure-base leadership on employees? job satisfaction through leadership effectiveness at Shahid Beheshti University. The study is a descriptive-correlation one. The study samples were selected through stratified random sampling. Three questionnaires including "secure-base leadership", "leadership effectiveness" and "job satisfaction" (researcher-made) were employed to collect the data. Validity of the questionnaires was confirmed by university professors and their reliabilities calculated by the use of Cronbach's Alpha which were 0.91, 0.93, and 0.83, respectively. To analyze the data, one-sample t-test, Pearson?s correlation coefficient, stepwise multiple regression and structural equation modeling through SPSS and LISREL software, were employed. Results showed that secure-base leadership and leadership effectiveness scores were higher than average and the job satisfaction scores were average. Correlation coefficients showed that secure-base leadership had a significant and positive relationship with leadership effectiveness and job satisfaction. On the other hand, results showed that secure-base leadership directly and through leadership effectiveness had a major impact on job satisfaction. Moreover, leadership effectiveness had an impact on job satisfaction.

Suggested Citation

  • Gholamreza Shams, 2016. "The impact of Secure-base leadership on job satisfaction: The role of leadership effectiveness," Proceedings of International Academic Conferences 4106415, International Institute of Social and Economic Sciences.
    • Handle: RePEc:sek:iacpro:4106415
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    References listed on IDEAS

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    1. Diana Bilimoria & Susan Perry & Xiangfen Liang & Eleanor Stoller & Patricia Higgins & Cyrus Taylor, 2006. "How Do Female and Male Faculty Members Construct Job Satisfaction? The Roles of Perceived Institutional Leadership and Mentoring and their Mediating Processes," The Journal of Technology Transfer, Springer, vol. 31(3), pages 355-365, May.
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