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Influences of Transformational Leadership, Transactional Leadership, and Patriarchal Leadership on Job Satisfaction of Cram School Faculty Members

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  • Tian-Syung Lan

    (College of Mechanical and Control Engineering, Guilin University of Technology, Guilin 541004, Guangxi, China
    Department of Information Management, Yu Da University, Miaoli County 36143, Taiwan)

  • I-Hsiung Chang

    (Department of Early Childhood Education, To Ko University, Chiayi County 61363, Taiwan)

  • Tsz-Ching Ma

    (Deputy Director of Elite International Educational Group, New Taipei City 22065, Taiwan)

  • Lie-Ping Zhang

    (College of Mechanical and Control Engineering, Guilin University of Technology, Guilin 541004, Guangxi, China)

  • Kai-Chi Chuang

    (College of Mechanical and Control Engineering, Guilin University of Technology, Guilin 541004, Guangxi, China)

Abstract

While there is a decline in the annual population of Taiwan, the number of crams schools in the supplementary education industry is increasing. A concern is that there are not enough students to go around. Cram schools are facing a difficult situation to survive in the industry. Therefore, a great and useful leadership method is needed to help leaders lead their faculty members and organizations so that they can survive and even grow in this white-hot industry. In this study, 400 New Taipei City cram school faculties were invited to be the research objects to study the influences of transformational leadership, transactional leadership, and patriarchal leadership on job satisfaction. This study adopted the method of intentional sampling to conduct a questionnaire survey. After collecting data, SPSS 12.0 software was used to analyze the descriptive statistics, reliability analysis, description of statistics, t-test method of single factor analysis of variance, and regression. As a result of this research, the employees under transformational leadership have a larger positive result on outer job satisfaction while patriarchal leadership has positive influences on inner job satisfaction. Encouraging subordinates with positive responses, inspiring speeches, and compliments could make subordinates satisfied with the company and interaction with colleagues, while teaching subordinates behavior sets up a moral and authorized style and controlling the organization directly could let subordinates get a sense of accomplishment from work. This study is aimed to provide suggestions and references for the cram schools’ leaders to change their leadership styles and improve their employees’ job satisfaction. Cram schools that take the suggestions and references could improve their working environment and become more competitive in the education industry.

Suggested Citation

  • Tian-Syung Lan & I-Hsiung Chang & Tsz-Ching Ma & Lie-Ping Zhang & Kai-Chi Chuang, 2019. "Influences of Transformational Leadership, Transactional Leadership, and Patriarchal Leadership on Job Satisfaction of Cram School Faculty Members," Sustainability, MDPI, vol. 11(12), pages 1-13, June.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:12:p:3465-:d:242545
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    Citations

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    Cited by:

    1. Teen-Hang Meen & Charles Tijus & Jui-Che Tu, 2019. "Selected Papers from the Eurasian Conference on Educational Innovation 2019," Sustainability, MDPI, vol. 11(23), pages 1-12, December.
    2. Galvão Meirinhos & António Cardoso & Maria Neves & Rui Silva & Reiville Rêgo, 2023. "Leadership Styles, Motivation, Communication and Reward Systems in Business Performance," JRFM, MDPI, vol. 16(2), pages 1-30, January.
    3. Yousef Ahmad Alarabiat & Serife Eyupoglu, 2022. "Is Silence Golden? The Influence of Employee Silence on the Transactional Leadership and Job Satisfaction Relationship," Sustainability, MDPI, vol. 14(22), pages 1-18, November.
    4. Irfan Ullah Khan & Gerald Goh Guan Gan & Mohammad Tariqul Islam Khan & Naveed Saif, 2023. "Role of Organizational Justice in Linking Leadership Styles and Academics’ Performance in Higher Education," Administrative Sciences, MDPI, vol. 13(4), pages 1-17, March.
    5. Di Wu & Zhongming Wang, 2020. "Be Careful How You Do It: The Distinct Effects of Observational Monitoring and Interactional Monitoring on Employee Trust," Sustainability, MDPI, vol. 12(15), pages 1-10, July.

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