Date of Degree

8-2023

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Program

Education

Advisor

Chunling Niu

Advisor

Arthur Hernández

Advisor

James Simpson

Abstract

Research Focus. My research focused on examining the relationship between leadership style and faculty members’ job satisfaction at King Abdul Aziz University in Jeddah, Saudi Arabia. The main objective of this research was to analyze the connection in the styles of leadership and job satisfaction in the higher education sector in Saudi Arabia. My study aimed to provide insights necessary to help Saudi Arabian higher education institutions increase employee satisfaction.

I was guided in this research by the following research questions: (1) What is the prevailing leadership style of the heads of departments as perceived by their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia? (2) Is there a relationship between the leadership styles of the heads of departments, as perceived by their faculty members, and the overall job satisfaction of faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia? (3) To what extent does the leadership style of the heads of departments, as perceived by their faculty members, predict faculty members' overall job satisfaction after controlling the effect of other demographic variables at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia?

I tested these hypotheses: H20: There is no statistically significant relationship between the perceived leadership style of the heads of departments and the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia, H2a: There is a statistically significant relationship between the perceived leadership style of the heads of departments and the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia, H30: The perceived leadership style of the heads of departments does not predict the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia, H3a: The perceived leadership style of the heads of departments predicts the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia.

I identified various leadership theories in my research. Effective leadership is influenced by factors such as the nature of the organization, its goals, and the people who follow the leader. The aim of my study was to provide insights into applicable leadership theories to help Saudi Arabian higher education institutions increase employee satisfaction.

I used a quantitative, non-experimental correlation methodology in this study that aimed to examine whether the leadership styles of the chairs of the department heads (independent variables) correspond with faculty job satisfaction (dependent variable). I conducted the study at the University of King Abdul Aziz in Jeddah, Saudi Arabia, among the faculty of the College of Economics and Administration, targeting all faculty members in the college from all departments in the college. The data for the study were collected through two closed-ended, cross-sectional surveys using SurveyMonkey.

Research Methods. I used a correlational research design because it was the best choice for achieving the study’s objectives of assessing the relationship between department heads’ styles of leadership and job satisfaction among faculty at a university. The study’s independent variables were Transformational Leadership (TF), Transactional Leadership (TA), and Passive/Avoidant Leadership (P/A), and the dependent variable was faculty job satisfaction. Regression analysis was also used to determine whether the independent variables could predict the dependent variable.

A post-positivism frame served as the foundation for this work. I used a quantitative technique to collect data because it was more effective than a qualitative approach in addressing the research questions. Additionally, statistical analysis could lead to a more general conclusion.

The population of the study included all faculty members in the College of Economics and Administration at King Abdul Aziz University in Jeddah, Saudi Arabia, available during the academic year of 2022-2023. I contacted all population members through the university research center. However, only faculty members that were available and accessible during a 2-month window were included in the study. The study population included only faculty members who had worked for at least 1 academic year to ensure that they had spent enough time to form an opinion about the department head leadership style.

The study used the demographic survey, the MLQ, and the MSQ as the three tools to administer an online survey using SurveyMonkey. Combining data collection methods increased the variety of information offered for generalizability and useful recommendations. The study conducted a G*power study to determine the required number of participants for correlation tests and the analysis of multiple regression. An average of 84 participants were required to meet the G-minimum power’s sample size requirement.

Research Results/Findings. The analyzed results showed that Transformational was the most often used leadership style (M = 1.914, SD =.390), followed by Transactional (M = 1.87, SD =.44), and that Passive/Avoidant conduct was rarely utilized (M = 1.84, SD = .40). According to the study's findings, department heads at King Abdul Aziz University in Jeddah generally employ the Transactional and Transformational leadership styles. The Faculty of Economics and Administration's department heads did not regularly employ the Passive/Avoidant leadership style. The study indicated that overall job satisfaction among faculty members was just more favorable to satisfaction than to dissatisfaction.

Conclusions from Research. According to the study’s findings, department heads’ leadership practices have a big influence on how satisfied faculty members are at work. The results indicate that the most common leadership Transformational and Transactional styles are used. The application of these leadership styles is consistent with earlier research that has shown the superior efficacy of Transformational and Transactional leadership styles in the higher education sector. Passive/Avoidant leadership style was not widely adopted, which may have an impact on faculty members’ job satisfaction. According to research, leadership style can increase employee happiness by setting clear objectives and goals. The lack of a Passive/Avoidant leadership style may be a result of institutional and cultural tendencies to value teamwork and collectivism over individual success. According to the study's findings, faculty members are generally content with their jobs, which is in line with findings from earlier studies in the higher education field. There is still potential for growth, and the study’s findings show that department heads should concentrate on leadership styles that support worker satisfaction and wellbeing.

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