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Leader personality traits and employee job satisfaction in the media sector, Kenya
Mary Agnes Wambui Kiarie, Loice C. Maru, Thomas Kimeli Cheruiyot,
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Mary Agnes Wambui Kiarie, Loice C. Maru, Thomas Kimeli Cheruiyot, (2017) "Leader personality
traits and employee job satisfaction in the media sector, Kenya", The TQM Journal, Vol. 29 Issue: 1,
pp.133-146, https://doi.org/10.1108/TQM-09-2015-0117
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Leader
Leader personality traits and personality
employee job satisfaction in the traits
Abstract
Purpose – The purpose of this paper is to determine the effect of leader personality traits on employee job
satisfaction. A leader personality trait on employee job satisfaction remains a cause of concern in the
contemporary business environment.
Design/methodology/approach – The study employed an explanatory research design to establish the cause-
effects between leader personality traits and employee job satisfaction. Path goal theory and Big Five-factor model
of personality traits underpinned the study. Questionnaire was used to obtain data pertaining to the model’s
constructs. A multiple regression equation model tested the hypotheses.
Findings – The study showed that leader extraversion; openness to new experiences; emotional stability;
conscientiousness and agreeableness have significant effects on employee job satisfaction. The study thus
concluded that leaders who portray extraversion; openness to new experiences; emotional stability;
conscientiousness and agreeableness enhance employee job satisfaction.
Research limitations/implications – This study was only limited to leader personality traits and employee
job satisfaction; as such further research area could be undertaken in leader personality traits and
organizational adaptation to change.
Practical implications – Leaders need to communicate to employees effectively, listen to their input and
feedback, mentoring and empowering them, be innovative and creative, embracing the determination of
standards for task performance and be empathetic.
Social implications – As organizations are exposed to changes, not only to prosper but also to survive in
the current dynamic changing environment, leaders must be cognizant of the fact that employee job
satisfaction is the bedrock of sustainable organizational performance.
Originality/value – The paper enhances on how leader personality traits (Big Five-factor model of
personality traits) affects employee job satisfaction and performance in organizations.
Keywords Employee job satisfaction, Leader personality traits, Media groups in Kenya
Paper type Research paper
Introduction
In the contemporary business environment, human potential represents the most important
organizational resource and each organization needs a strong leader personality. Effective leader
personality and employee job satisfaction are two factors that have been regarded as
fundamental for organizational success. A capable leader provides direction for the organization
and leads followers towards achieving desired goals. In similar vein, employees with high job
satisfaction are likely to exert more effort in their assigned tasks and pursue organizational
interests. An organization that fosters high employee job satisfaction is also more capable of
retaining and attracting employees with the skills that it needs (Rad and Yarmohammadian,
2006). Leaders in today’s most successful organizations are aware that internal changes must go
along with what is happening in the external environment (Daft, 2005). Organizations must get
exposed to change, not only to prosper but also to survive in today’s dynamic changing
environment. Changes in leadership behavior and its effect on employee job satisfaction also The TQM Journal
come about through leader personality traits in addition to leadership styles. Vol. 29 No. 1, 2017
pp. 133-146
Leader personality traits are the idea that people are born with certain character traits, since © Emerald Publishing Limited
1754-2731
certain traits are associated with proficiency leadership. It assumes that if people are identified DOI 10.1108/TQM-09-2015-0117
TQM with the correct traits then it would be easy to identify leaders. Studies have shown that traits
29,1 are in born such as willingness to help one another, eagerness to show forgiveness, genuinely
caring, honest, inspiring, forward looking, competent, and intelligent. However, studies have
also found that traits are not universal but depend on the situations. At the same time effective
leadership in one economy may not be effective in another economy (Shead, 2007).
Organizations are currently focusing on the leadership ability, preferred style, and
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134 competence of senior managers/leaders, because of the growing evidence regarding the
influence of leaders’ personality traits on the productivity, performance, and satisfaction of
employees (Carmeli, 2003; Kotze, 2004; Whetton and Cameron, 2002; McMurray, 2003).
Research indicates that not only do leaders’ values and behaviors shape organizational
culture and their preferred approach to the management of their subordinates but also helps
to form the organizational culture (McMurray, 2003; Martins et al., 2004). Furthermore, it
also indicates a link between leaders’ emotional competence and their preferred personality
type (Coetzee et al., 2006; Higgs, 2003). There is a greater amount of employee commitment
within subcultures that are partially shaped by the behavior of their leader. Studies have
shown that employees are more satisfied in their job function, if they have a good
relationship with their leaders (Worrell, 2004).
In organizations, human capital is getting more importance in today’s economy and is
considered the most valuable asset because it plays a major role in the progress of an
organization and society as a whole. Though finance is considered the life blood for an
organization but the proper management of these financial resources depends upon its human
resources. So every organization wants to have the best human resources to achieve its
objectives but this can only be possible when it has a satisfied workforce because a satisfied
workforce exerts more efforts and works hard to achieve organizational objectives (Dormann
and Zapf, 2001). The more the employees are satisfied with their jobs, the more efforts they will
exert to achieve organizational objectives (Blakely et al., 2003), and satisfaction of employees
with their jobs has a direct effect on the success of the organization (Shaukat et al., 2012).
Organizations can achieve success when its employees are committed, and hard work
can be possible only when they are satisfied with their jobs. Job satisfaction is a way to
attract and retain the best people in the organization. Job satisfaction can be defined as a
positive emotional response from the assessment of a job or specific aspects of a job, or,
more simply, how much a person likes his/her job or tasks that make up a job (Hugnes et al.,
2006). Employees’ job satisfaction is very important for organization because it ultimately
impacts on its development. Compare to past, employees are more concerned with their jobs
now and expect to get more satisfaction. Job satisfaction is now a basis for them to stay in
the current organization or leave it for another (Bosman and Nalla, 2009). Job satisfaction
has major impact on employees’ productivity and organizations that have satisfied
workforce surpass other organizations (Lim, 2007).
Employee job satisfaction has become an important corporate objective in recent years.
Leader personality traits may be a determining factor in the success of an organization in
satisfying employees. Leader personality traits have a significant influence on the way leaders
relate, think, feel, see, and even respond to other people (Alkahtani et al., 2011). Job satisfaction
refers to the sincere feelings of an employee towards his work performance. Amongst all the
different factors that have an influence on employee job satisfaction, leadership has been seen
as one of the most important and crucial in every organization. A number of different studies
which have been carried out in various countries concluded that there is a positive correlation
between leadership and employee job satisfaction (Rad and Yarmohammadian, 2006).
Many factors may enhance job satisfaction of employees like working conditions, work
itself, supervision, policy and administration, advancement, compensation, interpersonal
relationships, recognition, and empowerment but leader personality has a major relationship to
enhance employees’ job satisfaction (Castillo and Cano, 2004). The quality of leader-employee
relationship has a significant relatedness with employees’ job satisfaction and employees Leader
feel satisfied and comfortable with leaders who are supportive (DeCremer, 2003). personality
Employees feel stress when they have to work with a leader who is unsupportive and traits
whose behavior is negative. Negative leader-employee relationship has various adverse
impacts on the employees as it reduces productivity, increases absenteeism and the turnover to
the organization can also be quite high (Keashly et al., 1994; Ribelin, 2003).
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An employee’s job satisfaction level depends on various intrinsic (emotion, personality 135
among others) and extrinsic (communication, working conditions among others) factors.
His overall satisfaction with the job is a combination of various factors, where financial
compensation is only one of them. Leaders’ role in enhancing employees’ job satisfaction is
to make sure the work environment is positive, morale is high and they have the resources
they need to accomplish the tasks they have been assigned.
Leaders no longer rely on their hierarchical positions to attain organizational goals.
In order to get best result from subordinates, leaders need to encourage high morale, a spirit of
involvement, cooperation, trust, and a willingness to work by adapting desirable leadership
behavior (Asuquo, 2007). The choice of leaders’ behavior influences the internal environment.
Leaders need to involve employees in defining and developing vision statements. Chuang
(2003) notes that the excellent leader not only inspires subordinate’s potential to enhance
efficiency but also meets their requirements in the process of achieving organizational goals.
In most cases employees leave their bosses not their jobs, when they switch from one
organization to another. Usually, when employees enter a position in an organization, they
have an expectation of getting along with his or her leader and aspire to develop a positive
working relationship (Elpers and Westhuis, 2008). Problems develop when an employee
begins experiencing difficult interactions with his or her leader, which causes the employee to
feel unwanted or unworthy to perform his or her job function satisfactorily over time (Harvey
et al., 2007). In a study performed by Harvey and colleagues, the group found that employees
developed an intention to leave their position because the leader was unsupportive, showed
favoritism to other employees, was difficult to interact with and had given the employee a
feeling that they had done something wrong or are unworthy. Leaders, who had soft skills
promoted employee engagement, improved morale, personal effectiveness, and brought
desirable changes in employees who benefited the organization (Rahim and Psenicka, 2005).
Soft skills included showing empathy towards others, control over their emotions, understood
employee’s feelings including themselves while making decisions, receiving feedbacks, and
motivated employees (Chen et al., 2006).
For many years leadership has been studied and has been the fascination of academics
and business people alike (Kotterman, 2006). According to Mayer et al. (2004), leader’s
personality traits can be useful in analyzing leaders’ preferred styles as a significant
characteristic of organizational culture yet, despite all this research, very little is known
about the defining characteristics of an effective leadership (Dulewicz et al., 2005).
In addition, Appelbaum et al. (2004) note that though the relationship between leader
personality traits and employee job satisfaction received a great deal of attention in past
research, however, findings on these researches have been mixed (Yousef, 2000).
In spite of several studies conducted on leadership style in relation to employee
performance, the influences of leader personality traits on employee job performance and job
satisfaction remains a cause of concern. Additionally, in today’s organizations, managers/
leaders do not give adequate attention to issues related to their employees’ job satisfaction and
their commitment towards the organization (Lo et al., 2009). They act as role models who are
highly admired, respected, and trusted by their followers. Those with great idealized influence
are willing to take risks and are consistent rather than arbitrary by demonstrating high
standards of ethical and moral conduct. Leaders motivate and inspire their followers to
commit to the vision of the organization and those with inspirational motivation fosters strong
TQM team spirit as a means for leading team members towards achieving desired goals to enhance
29,1 employee satisfaction (Avolio et al., 2003; Bass and Riggio, 2006).
Leader must therefore, deal directly with people, develop rapport with them, persuade
and inspire them to collaborate in the achievement of goals and vision. Leaders need to show
courage, integrity, compassion, vision, contribution, and ethical stance. Further, they should
be able to judge as how people feel, what motivates them, and how to influence them in the
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136 achievement of organizational objectives. As such this study evaluates the effect of leader
personality traits on employee job satisfaction and hypothesized that:
H1. There is no significant effect of leader extraversion on employee job satisfaction.
H2. There is no significant effect of leader agreeableness on employee job satisfaction.
H3. There is no significant effect of leader conscientiousness on employee job satisfaction.
H4. There is no significant effect of leader emotional stability on employee job satisfaction.
H5. There is no significant effect of leader openness to new experiences on employee
job satisfaction.
Theoretical framework
Path goal theory and the Big Five-factor model of personality underpin this study.
It explains how a leader guides subordinates to accomplish designated goals and at the
same time be motivated. An assumption of path goal theory is the derived expectancy
theory, which suggests that subordinates will be motivated if they think they are capable of
performing their work; if they believe their efforts will result in a certain outcome and if they
believe the payoffs for accomplishing this work are worthwhile (House, 1996).
The Big Five-factor model of personality or the Big Five dimensions of personality
involves five relatively independent traits that provide meaningful information about
individual differences in an organization and their responses (Kumar and Bakhshi, 2010).
Openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism
are the traits of this model. These dimensions altogether provide a meaningful taxonomy for
the study of individual differences. Openness to experience is the degree to which a person is
curious, original, intellectual, creative, and open to new ideas. People high in openness seem
to thrive in situations that require flexibility and learning new things. They are highly
motivated to learn new skills, and they do well in training settings (Lievens et al., 2003;
Barrick and Mount, 1991).
The most prominent part of this personality is originality and creativity whereby this
type of a person is mostly innovator and initiator (Teng, 2008). Conscientiousness refers to
the degree to which a person is organized, systematic, punctual, achievement oriented, and
dependable. Conscientiousness is the one personality trait that uniformly predicts how high
a person’s performance will be across a variety of occupations and jobs (Barrick and Mount,
1991). This type of personality can be referred as self-discipline and ability to act obediently
(Erdheim et al., 2006). Extraversion is the degree to which a person is outgoing, talkative,
sociable, and enjoys socializing (Teng, 2008). According to Judge et al. (2002a, b)
conscientiousness, agreeableness, extraversion, and neuroticism have most obvious
connections with job satisfaction.
Empirical findings
Madlock (2008) suggested that leaders who communicate effectively with the group increase
employee job satisfaction. Effective communication fosters the environment of mutual trust
in the organization and helps employees gain confidence in the leader. A leader’s
responsiveness relates significantly with employees job satisfaction. The responsive leader
who reacts to situations promptly nips confusion among employees and contributes to Leader
employee job satisfaction. Employee job satisfaction is of critical importance for the success personality
of a firm, since it influences key employee related aspects such as absenteeism and turnover. traits
Good leaders understand the importance of employee job satisfaction and make conscious
interventions to improve employee job satisfaction. Leaders who succeed in effecting
reconciliation between the employees’ innate needs and motivators, with organizational
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A person open to experience has a broad range of interests and is imaginative, creative, and 139
willing to consider new ideas (Daft, 2005). Such people often seek out new experiences
through travel and are intellectually curious. Openness to experience can be likened to
openness to change. Leaders are expected to be more willing to consider and/or accept
divergent thinking and take the risks, which relates to being open to experience or change.
One study found that more open leaders were more likely to listen to opinions presented by
their followers, thus giving them more “voice” (Detert and Burris, 2007). It may be assumed
that such openness also leads to intellectual stimulation since individuals would be
encouraged to share their thoughts even if they challenged the status quo. Interestingly, a
study conducted by Hetland and Sandal (2003) confirmed that openness to change was
significantly correlated to employee job satisfaction. This remarkable result accurately
suggests the essential nature of context when determining these relationships.
According to Judge and Bono (2000), the correlation between openness to experience
and employee job satisfaction does exist. In fact, the study produced a correlation that was
quite significant. This is understandable, considering that leaders that are open to
experience should be more creative and inventive and thus more visionary in nature and
willing to embrace change.
Research methodology
This study utilizes an explanatory research design; the total number of target respondents
in this study was 17,800 employees of the six major media groups in Kenya according to
their market share. Stratified sampling technique (optimum allocation stratified sampling)
was used in sampling a sample of 222 employees. Data were gathered from respondents
using the questionnaires as data collection instruments.
Independent variables
Leader personality traits (extraversion, agreeableness, conscientiousness, emotional
stability, and openness to new experiences) measurements were adopted from
Daft (2005). Leader extraversion was measured using networking ability, effective
communicator, assertive, employee empowerment, energetic, self-confidence, concerned,
a good listener, and talkative. Leader agreeableness was measured using cooperative,
forgiving, compassionate, understanding, respect, trusting, and good-natured traits of a
person. Leader conscientiousness was measured by responsible, dependable, persistent,
achievement-oriented, considerate, determining standards, and inspirational of a person.
A leader’s emotional stability was measured by stress-handling ability, empathy,
confidence, predictability, security, criticism/challenges handling ability and calmness.
Leader openness to new experiences was measured using the imagination, creativity,
innovativeness, vision, appreciation, consistency and open-mindedness of a person
(Daft, 2005).
TQM Data analysis
29,1 Multiple regressions and correlation as a form of descriptive and inferential statistic
analysis, respectively, were used in determining the relationship between the dependent and
independent variables. Descriptive statistics gave the profile of the target population that is
the frequencies and percentages, means, standard deviations whereas inferential statistics
such as Pearson correlation and the multiple regression analysis model were used in order to
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140 determine the influence of explanatory variables on the issues of leader personality traits
against employee job satisfaction.
Findings
This section presents and discusses results of this study based on the formulated objectives
and hypotheses as presented in Chapter 1.
Descriptive results
Descriptive results are presented by means, standard deviation of responses to variable
items, skewness and kurtosis to test for normality.
Interpretation scale is: 1-1.49 ¼ strongly disagree, 1.5-2.49 ¼ disagree, 2.5-3.49 ¼ slightly
disagree 3.5-4.49 ¼ neutral, 4.5-5.49 ¼ slightly agree, 5.5-6.49 ¼ agree, 6.5-7 ¼ strongly
agree (Table I).
Both skewness and kurtosis approaches 0 hence normal distribution, so the farther away
from 0, the more non-normal the distribution. Also using the rule of thumb that says a
variable is reasonably close to normal if its skewness and kurtosis have values between –1.0
and +1.0; the study variables are normally distributed.
141
Leader Leader
Employee job Leader social Leader emotional Leader
satisfaction extraversion harmony conscientiousness stability openness
Employee job 1
satisfaction
Leader 0.617** 1
extraversion
Leader 0.463** 0.449** 1
agreeableness
Leader 0.483** 0.438** 0.314** 1
conscientiousness
Leader emotional 0.572** 0.540** 0.371** 0.431** 1
stability
Leader openness 0.599** 0.535** 0.438** 0.467** 0.616** 1 Table II.
Notes: Survey Data – 2014. **Correlation is significant at the 0.01 (two-tailed) Correlation statistics
142 two-way traffic thus, employees trust and level of cooperation to their leaders will
determine employee job satisfaction. Conscientiousness is best at predicting performance
and success in combination with other personality traits like courage or emotional
stability, situational knowledge, and experience is clear that emotionally stable leaders
have a reasonable degree of self-esteem, they create teams who feel psychologically safe to
take calculated risks and they also behave predictably. However, neurotic leaders react
unpredictably, throw tantrums and in most cases they shut down innovation, closing in
important but negative information because people are afraid to approach them.
Interestingly, the study established that a supervisor’s job security is a concern which
needs more assessment. Open leaders are mostly perceived as valuing and embracing
intellectual matters, thoughtful, imaginative, innovative, and creative. However, leader
openness to new experiences is more effective when employees are motivated, encouraged,
and appreciated by their leaders.
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Further reading
Rubin, R.S., Munz, D.C. and Bommer, W.H. (2005), “Leading from within: the effects of emotion recognition
and personality on transformational leadership behavior”, Academy of Management Journal,
Vol. 48 No. 5, pp. 845-858.
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