Transformation Leadership in Multicultural Organizations

TRANSFORMATIONAL LEADERSHIP STYLE IN MULTICULTURAL
ORGANIZATION: A QUANTITATIVE
RESEARCH APPROACH
Doctoral Dissertation Research
Submitted to the Graduate Faculty of
Argosy University, Atlanta Campus
College of Business
In Partial Fulfillment
of the Requirement for the Degree of
Doctor of Business Administration
By
Afshin Parvaneh
October 2015
ProQuest Number: 10294851
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TRANSFORMATIONAL LEADERSHIP STYLE IN MULTICULTURAL
ORGANIZATION: A QUANTITATIVE
RESEARCH APPROACH
Copyright ©2015
Afshin Parvaneh
All rights reserved

THE EFFECT OF TRANSFORMATIONAL LEADERSHIP STYLE ON
JOB SATISFACTION IN A RACIALITY DIVERSE
MULTICULTURAL ORGANIZATION
Doctoral Dissertation Research
Submitted to the
Faculty Argosy University/Atlanta
School of Business
In Partial Fulfillment of
The Requirements for the Degree of
Doctor of Business Administration
By
Afshin Parvaneh
August 2015
Dissertation Committee Approval:
Archie Addo, Ph.D., Dissertation Chair Date
(A y \ J
Dorothy Williams,
.ms, DBA., Comm
Committee Member / Nadine Wheat, Ph.D., Program Chair
ABSTRACT
This dissertation uses the Job Satisfaction Survey (JSS; Appendix I) and the Multi Factor
Leadership Questionnaire (MLQ; Appendix 0 ) to address possible relationships between
transformational leadership style and job satisfaction of employees in a racially diverse
multicultural organization. An organization with a total of 200 employees was used for
this investigation. The Frederick Herzberg motivational theory was used as a theoretical
framework for this dissertation. The research questions were analyzed using a Pearson
Product Moment Correlation coefficient: a one-way ANOVA and a two-way ANOVA to
compare the means. The software package SPSS 22.0 was used to analyze the data. A
probability level o f .05 was used to determine whether or not the relationship was
significant. The results suggest that there was a strong positive relationship that was
statistically significant between transformational leadership style and job satisfaction.
The results further suggest that there was a statistically significant difference in the
transformational leadership style by gender in a racially diverse multicultural
organization. Additionally, the results suggest that there was no statistically significant
difference in transformational leadership style by age in a racially diverse multicultural
organization, that there was no statistically significant difference in transformational
leadership style by gender in a racially diverse multicultural organization, and that there
was no significant interaction between age and gender.

ACKNOWLEDGMENTS
Different individuals assisted me through this work. First, I would like to thank
my chair, Dr. Archie Addo. My chair provided me with the resources I needed to defend
my proposal and my final defense successfully. He assisted me by going through the
defense with me before I defended my dissertation. Second, I would like to thank the
workers of Argosy University Writing Center, Atlanta Campus, for their assistance and
direction through this journey. Third, I would like to thank the Argosy University
Business School Department Head, Nadine Wheat, who provided me with valuable
feedback that enabled me to combine all my chapters accurately. Fourth, I would like to
thank the developers of the Multifactor Leadership Questionnaire (MLQ) and the Job
Satisfaction Scale (JSS). Their approval to use their instruments made it possible for me
to explore my chosen research topic from a desired perspective.

DEDICATIONS
I am grateful for the help of Almighty God in directing me and providing me with
the patients and guidance I needed to complete this work. With the help of God, I was
able to develop the courage to carry out this study and meet new people that assisted me
through this journey. Second, I would like to dedicate this work to my lovely dear wife,
Sepideh Seijouei. My wife was always there for me through the dissertation process
even when I had to travel back home and visit my mother who was ill at the time. Third,
my mother, Azam Batebi, also encouraged me not to give up, but do the best I could.
Fourth, I dedicate this work to my late father, Karim Parvaneh, who instilled in me the
importance of hard work and that hard work usually pays off one way or the other. In
addition, I dedicate this work to my nephews, Hamid Pirmoradian and Farid Pirmoradian,
and my sisters, Nooshin, Rashin and Nahid, who were always there for me. Their
support is everlasting and they still continue to support me through my scholarly pursuits.
TABLE OF CONTENTS
Page
LIST OF TABLES................................................................................................................. IX
LIST OF APPENDICES......................................................................................................... X
CHAPTER ONE: INTRODUCTION......................................................................................1

Statement of the Problem......................................................................................................... 3
Purpose of the Study.................................................................................................................5
Theoretical Framework............................................................................................................ 5
Research Questions and Hypotheses...................................................................................... 6
Definitions of Terms.................................................................................................................8
Limitations and Delimitations..................................................................................................9
Limitations........................................................................................................................9
Delimitations.....................................................................................................................9
Significance of the Study....................................................................................................... 10
Overview..................................................................................................................................11
CHAPTER TWO: LITERATURE REVIEW....................................................................... 12

Historical Overview of Leadership........................................................................................13
Leadership................................................................................................................................15
Leadership Perspectives..........................................................................................................19
Leadership Styles....................................................................................................................21
Charismatic Leadership.................................................................................................21
Transactional Leadership...............................................................................................22
Transformational Leadership........................................................................................ 23
Autocratic Leadership Style.......................................................................................... 23
Democratic Leadership Style........................................................................................ 24
More Leadership Styles.................................................................................................25
Gender and Leadership.......................................................................................................... 26
Multicultural Organization..................................................................................................... 30
Job Satisfaction.......................................................................................................................33
Summary................................................................................................................................. 39
CHAPTER THREE: METHODOLOGY.............................................................................40

Research Questions and Hypotheses.................................................................................... 40
Research Design......................................................................................................................42
Selection of Participants........................................................................................................ 42
Instrumentation.......................................................................................................................42
The Job Satisfaction Scale (JSS)................................................................................... 42
The Multi Factor Leadership Questionnaire (M LQ )...................................................43
Procedure................................................................................................................................ 44
Analysis................................................................................................................................... 45
Summary................................................................................................................................. 46
viii
CHAPTER FOUR: RESULTS AND FINDINGS............................................................... 47

Demographics.........................................................................................................................47
Descriptive Statistics of Surveys.......................................................................................... 49
Research Question One.......................................................................................................... 51
Research Question Tw o......................................................................................................... 53
Research Question Three....................................................................................................... 54
Summary................................................................................................................................. 56
CHAPTER FIVE: DISCUSSIONS, IMPLICATIONS,......................................................57

Discussions............................................................................................................................. 59
Research Question One..................................................................................................59
Research Question Tw o.................................................................................................60
Research Question Three...............................................................................................61
Implications for Practice........................................................................................................ 62
Recommendations for Implementations............................................................................... 64
Conclusions............................................................................................................................. 65
REFERENCES.......................................................................................................................67
LIST OF TABLES
Page
Table 1. Keller’s ARCS Model........................................................................................... 35
Table 2. Participants’ Gender (N = 200)............................................................................ 48
Table 3. Participants’ Age (N = 200)..................................................................................49
Table 4. The Multi-factor Leadership Questionnaire (MLQ)(N = 200).......................... 50
Table 5. The Job Satisfaction Survey (JSS) (N = 200)......................................................51
Table 6. Descriptive Statistics (N = 200)............................................................................52
Table 7. Correlations of JSS and MLQ (N = 200)............................................................. 53
Table 8. Descriptive Statistics of Transformational Leadership Style by Gender (N =
200)).........................................................................................................................................54
Table 9. Test of Homogeneity of Variances (N = 200)......................................................54
Table 10. Anova (N = 200)..................................................................................................54
Table 11. Tests of Between-Subjects Groups(N = 200).....................................................55

X
LIST OF APPENDICES
Page
Appendix A. Letter of Informed Consent...........................................................................77
Appendix B. Letter of Informed Consent (Multi Factor Leadership Questionnaire) 79
Appendix C. Letter of Informed Consent (Job Satisfaction Survey)................................81
Appendix D. Multi Factor Leadership Questionnaire Cover Letter.................................83
Appendix E. Job Satisfaction Survey Cover Letter............................................................ 84
Appendix F. Instructions for Completing the Multi Factor Leadership Questionnaire... 85
Appendix G. Instructions for Completing the Job Satisfaction Survey (JSS) Instrument86
Appendix H. Demographic Questionnaire...........................................................................87

1
CHAPTER ONE: INTRODUCTION
Working in diverse work environments has been a concern for researchers.
Researchers have investigated how leaders of organizations can effectively lead a
multicultural workforce (Andrade & Rivera, 2011; Aritz & Walker, 2014). A
multicultural workforce consists of employees with diverse racial, religious, and gender
backgrounds (Rao, 2014). Other researchers have examined how leadership styles, such
as transformational, influences job satisfaction (Riaz & Haider, 2010; Aydin, Sarier, &
Uysal, 2013; Ertureten, Cemalcilar, & Aycan, 2013). Avolio and Hannah (2008)
observed that theories of leadership have become a significant topic within organizations
around the world. In order to understand the importance of the relationship between
leadership and followers in different workplaces, it is important to know that employees
spend most of their time at work (Westover, 2011).
Lack of understanding the influence of a leadership style on a multicultural
workface can lead to dissatisfaction within a work environment. Dissatisfaction can lead
to low job satisfaction. A leader with a transformational leadership style is inspired by
employees or followers and in return inspires them (McCleskey, 2014). Despite the
available research on transformational leadership style and job satisfaction in
multicultural organizations (e.g., Tomovska-Misoska, Stefanovska-Petkovska, Ralev, &
Krliu-Handjiski, 2014; Fu & Deshpande, 2014; Aydin et al., 2013; Ertureten et al., 2013),
little has been said about how leadership styles influence a diverse work environment.
Hence, the goal of this dissertation was to determine the relationships between
multicultural organization.
2
Problem Background
Leadership can be defined as a social influence someone exerts on others in order
to accomplish a common objective (Kruse, 2013). The leader-follower relationship and
cultural differences can result in job dissatisfaction and create fuss and chaos in
multicultural organizations. In the last few decades, there have been new ideas as well as
analysis on the subject of leader-follower relationships (Klein & House, 1995).
According to Kruse (2013), successful leadership has little to do with seniority and
employees’ position in an organization’s hierarchy. Successful leaders influence their
subordinates and empower them to improve, grow, and blossom (Avolio, Zhu, Koh, &
Bhatia, 2004). Thomas and Velthouse (1990) mentioned that psychological
empowerment involves cognitions in terms of competence, results, and self-
determinations. However, cultural values mainly restrained leadership values in regard to
job satisfaction (Derue & Ashford, 2010). Qualities of leaders generally play an
important role in leading a multicultural workforce (Besley, Montalvo, & Reynal-Querol,
2011). In a multicultural organization, employees with different races, cultures, and
beliefs interact with one another on a daily basis and sometimes their cultural differences
can create conflicts (Fitzsimmons, 2013).
Many researchers have conducted different studies about the effects of different
kinds of leadership methods, such as transformational leadership, servant leadership,
cross cultural leadership, and charismatic leadership have on job satisfaction (Sadri,
Weber, & Gentry, 2011). Some of these studies focused on the leadership traits of
contingency, transformational, situational, and hybrid leadership models (Javidan, House,
Dorfman, Hanges, & De Luque, 2006). Leadership qualities and effectiveness can have a
3
direct effects on work environments and the outcome of tasks and success within
organizations (Kritsonis, 2005). Empowering employees within an organization can
assist leaders to achieve their organization’s goals (Pieterse, Van Knippenberg,
Schippers, & Stam, 2010). On the other hand, structural distance between leaders and
subordinates can restrain the relationship between leadership and organizational
commitments (Kafetsios, Nezlek, & Vassiou, 2011). Different researchers have
examined employees’ perception of transformational leadership and job satisfaction, but
have not analyzed the effectiveness of transformational leadership on job satisfaction in
racially diverse multicultural organizations.
Statement of the Problem
The problem being addressed in this dissertation is that there is little research on
leadership style, such as transformational, and its influences on multicultural employees’
job satisfaction. The world’s fast-increasing globalization has caused more interactions
among people with diverse cultures, beliefs, and backgrounds. There are challenges to
managing diverse and multicultural work places, including loss of personnel, damage of
morale, and job dissatisfaction (Rao, 2014). Uneasiness at work can be prevented if
managers and leaders are aware and implement the necessary skills needed to create a
warm and welcoming atmosphere for ethnically diverse employees (Fitzsimmons, 2013).
Despite the benefit offer within an organization, if the leaders have a leadership style that
does not recognize multicultural employees, employees are more likely to feel unwanted
or needed in the organization. Considering diverse employees bring divers experiences
into an organization, management of organization should ensure that their multicultural
workforce is provided with different opportunities for advancement without infringement

4
from their supervisors or employees. It is beneficial for management to create a work
environment that would allow employees to do their best work. Starr (2014) stated that
educational experiences can affect how multicultural employees are lead. Lack of
education on a multicultural team can affect the manner in which leaders respond to
diverse employees. Lopez (2014) observed that business students are not being offered
the appropriate education they need to lead a diverse group in organizations. Simply
employing a leader that has general leadership experience may not benefit a multicultural
organization. Fitzsimmons (2013) mentioned that in order to effectively lead a
multicultural team, leaders of organization would need to understand the team and how
they can contribute to the betterment of the organization.
Research also shows that the age of leaders can also affect the manner in which
they lead a multicultural team. A young leader may find it difficult to lead a team that
has older employees. Binsiddiq and Alzahmi (2013) observed that group dynamics
within a work environment can affect a multicultural team. Thus, it is significant for
management to train leaders so that they can understand multicultural team dynamics so
they would be able to lead a multicultural team despite the leaders’ age or educational
experiences. Although some studies have been conducted on transformational leadership
and job satisfaction in multicultural organizations, very few of them have used the
Multifactor Leadership Questionnaire. The Multi Factor Leadership Questionnaire is
designed to measure employees’ satisfaction with their organization leadership behavior
(Alsayed, Motaghi, & Osman, 2012).

5
Purpose of the Study
The purpose of the current quantitative study is twofold. First, this study sought
to determine the relationship between transformational leadership style and job
satisfaction of employees in a racially diverse multicultural organization. Second, this
study sought to determine if differences in transformational leadership style is linked to
the demographic variables of age and gender.
Theoretical Framework
The Frederick Herzberg motivational theory was used as a theoretical framework
for this dissertation. The theory was developed in 1959 and holds that positive and
negative factors can lead to satisfaction and dissatisfaction within a work environment
(Herzberg, 2009). The theory contains hygiene and motivator factors (Herzberg, 2009).
The hygiene factors are elements in a work environment that can lead to dissatisfaction.
Examples of hygiene factors are infringe benefit or job security. Motivator factors are
elements that can lead to satisfaction within a work environment. Examples of these
factors are achievement and recognition.
In light of the current research, hygiene factors such as infringe benefit may be
experienced by employees who are multicultural diverse. Such employees may be
consider as minority in their place of work, and as a result, may not be offered benefits
that they are entitled to as employees. Even though employees’ civil rights in the United
States allow them to be offered the same benefits that are offered to employees who are
provided the same work responsibilities as them, some management of organizations may
show preference to employees who they feel partial towards. Kyani, Akhtar, and Haroon
(2011) noted that employees who work at different levels of an organization receive
6
different achievement and recognition. Additionally, motivator factors such as
achievement can lead to satisfaction among employees who work in multicultural
organizations. For instance, despite the minority group, religion, or gender that
employees may belong, they may be provided with the opportunity of recognition at their
place of employment. Such recognition or achievement would be possible based on the
employees’ merits. Figure 1 contain a conceptual model of the theoretical framework.
JOB SATISFACTION
HYGIENE
FACTORS
TRANSFORMATIONAL
LEADERSHIP STYLE
MOTIVATORS
FACTORS
MULTICULTURAL
ORGANIZATIONS
Figure 1. Conceptual model of the theoretical framework.
Research Questions and Hypotheses
RQ1. Is there a statistically significant relationship between transformational
leadership style and job satisfaction of employees in a racially diverse multicultural
organization?
7
lHo - There is no statistically significant relationship between transformational
organization.
IH a - There is a statistically significant relationship between transformational
organization.
RQ2. Is there a statistically significant difference in the transformational
leadership style by gender in a racially diverse multicultural organization?
2Ho - There is no statistically significant difference in the transformational
leadership style by gender in a racially diverse multicultural organization.
2H a - There is a statistically significant difference in the transformational
RQ3a. Is there a statistically significant difference in transformational leadership
style by age in a racially diverse multicultural organization?
3aHo - There is no statistically significant difference in transformational
leadership style by age in a racially diverse multicultural organization.
3aHU - There is a statistically significant difference in transformational leadership
style by age in a racially diverse multicultural organization.
RQ3b. Is there a statistically significant difference in transformational leadership
style by gender in a racially diverse multicultural organization?
3bHo - There is no statistically significant difference in transformational

8
3bHA - There is a statistically significant difference in transformational leadership
style by gender in a racially diverse multicultural organization.
RQ3c. Is there a significant interaction between the demographics variables of
age and gender in a racially diverse multicultural organization?
3cHo - There is no significant interaction between the demographics variables of
age and gender in a racially diverse multicultural organization.
3 cH a - There is a significant interaction between the demographics variables of
Definitions of Terms
Charisma: This term refers to a leader’s extraordinary influences on others
(Takala, Tanttu, Lamsa, & Virtanen, 2013).
Demographic Leadership: This term refers to a leader who welcomes the ideas
and solution of followers or employees regarding a given problem or situation (Keskes,
2014).
Job Satisfaction: This term refers to employees’ perception about their work
responsibilities or duties (Diestel, Wegge, & Schmidt, 2014).
Leadership: This term refers to a situation in which an individual maximizes the
efforts of employees in order to achieve a given task (McCleskey, 2014).
Multicultural Organization: This term refers to an organization that has a
workforce that is diverse in terms of employees racial, religious, and gender backgrounds
(Rao, 2014).
9
Organizational Environment: This term refers to the surrounding and climate of
an organization that serves as a stage for employees and management (Tuan Mat &
Smith, 2014).
Transformational Leadership Style: This term refers to a leader who is inspired
by employees or followers and in return inspires them (McCleskey, 2014).
Limitations and Delimitations
Limitations
Limitations are aspects in a study a researcher cannot control (Gelo, Braakmann,
& Benetka, 2008). One limitation associated with this study was first, participants may
not fully understand what a transformational leadership style was and as a result, may not
know whether their supervisors possess the mentioned leadership style. Second, the
participants were presented the Job Satisfaction Survey (JSS) and the Multi Factor
Leadership Questionnaire (MLQ) during their work hours, and may not have spent much
time responding to the questions due to their work schedule. Third, the questionnaires
contained questions that were related to transformational leadership style and job
satisfaction only. Thus, other instruments that focused on different factors were not
considered in this study. Fourth, the results were not generalized to organizations that
were not diverse culturally. The results were analyzed using a Pearson correlation, a
One-way ANOVA, and a two-way ANOVA. Using these analyses affected the
interpretation and outcome of the results.
Delimitations
Delimitations are aspects in a study a researcher can control (Gelo et al., 2008).
One delimitation associated with this study was that first the participants used in the
10
study work in a multicultural organization. So, participants who worked in an
organization that was not diverse were not considered. Second, the participants worked
in a multicultural organization in the state of Georgia. Hence, participants in other states
were not considered because the study took place in a state, Georgia, where the
researcher was enrolled as a doctoral student. Third, the study only focused on
employees who had supervisors or managers who possessed a transformational leadership
style. Thus, participants with other leadership styles were not considered due to the
objective of the study.
Significance of the Study
This research contributes to several streams in management and leadership
literature by highlighting the significance of creating a racially diverse work
environment. This study also provided empirical evidence about the relationships
between transformational leadership style and job satisfaction of employees in a racially
diverse organization. Because employees are more likely to understand what customers
need, they should be provided with a work environment that can allow them to do their
best work. Ensuring that employees of different racial background work in organizations
are significant can potentially attract customers who also share the same ethnical
background as employees. This study also provided information on how transformation
leadership style can contribute to the cultural climate of a racially diverse organization.
The study further discussed how management can ensure that the leadership style
possessed by managers increases employees’ job satisfaction.
Furthermore, the study directly benefits participants because it provided
information that would enable them to feel at ease working in a racially diverse work
11
environment. This research topic is significant because it provided management with
insights on how they can create a work environment that is conducive for employees as
well as customers and those affiliated with the organization. Additionally, professionals
in the field of business can use the information to improve how potential employees are
seen in regard to their ethical background and work experiences. Thus, professionals
may be able to use the information to determine how to communicate with employees in
a racially diverse organization and how to ensure such employees do not feel deprived of
opportunities that can lead to promotion in their work environment. Furthermore, leaders
of organizations might be able to use this information to create policies and procedures
that would enable them to maintain a racially diverse group.
Overview
Chapter One mentions the problem, background information, and the purpose of
research, which was twofold. First, this study sought to determine the relationship
diverse multicultural organization. Second, this study sought to determine if differences
in transformational leadership style are linked to age and gender. The theoretical
framework used in this study was the Frederick Herzberg’s motivational theory. The
research questions and hypotheses were also stated, along with definitions of the terms
that were used. Limitations, delimitations, and the importance of the research were
discussed as well. The rest of this dissertation proceeds as follows. Chapter Two
contains historical overview on transformational leadership style, leadership,
multicultural organization, and job satisfaction. Chapter three describes the methodology
12
used to collect the quantitative data. Chapter four discusses the methodology used to
gather the data and chapter five concludes the dissertation.
CHAPTER TWO: LITERATURE REVIEW
Researchers have discussed leadership styles and how it affects employees’
behavior in multicultural organizations. Cuadrado, Navas, Molero, Ferrer, and Morales
(2012) conducted a study to determine if leadership styles and gender is related to scarce
female leaders. Other researchers explore how gender relates to leadership positions in
sport’s organizations (Claringbould & Knoppers, 2012). Chengyan, Lili, and Qiang
(2013) investigated the leadership styles of women in organizations, and Gokce, Guney,
and Katrinli (2014) investigated the effects of organizational culture, leadership, and
commitment. Pfister and Radtke (2009) explored women’s perceptions on leadership and
how they balance their occupations and personal lives.
In regard to research on leadership, Van Emmerik, Wendt, and Euwema (2010)
conducted a study to determine whether leadership is associated with leadership
behaviors. Aritz and Walker (2014) conducted a study to determine how different
leadership styles affect group member interaction in multicultural groups. Additionally,
Lauring and Selmer (2011) examined the relationship between diversity climate and
performance in multicultural organizations and Boulouta (2013) conducted a study to
determine how female board directors influence corporate social performance. To better
understand the different factors that contribute to job satisfaction, Diestel et al. (2014)
examined the relationships between externally focused satisfaction and internally focused
satisfaction and absenteeism in an organization. Ali and Ali (2014) investigated the
influence of job satisfaction between psychological capital and job burnout. Other
13
researchers examined the relationships among caring climate, job satisfaction,
organizational commitment, and job performance in different organizations (Fu &
Deshpande, 2014).
Further, Tomovska-Misoska et al. (2014) investigated if there is a relationship
between physical workspace environment, workspace satisfaction, and employees' job
satisfaction in the banking and information communication technology sector. Other
researchers have also investigated the effect of job satisfaction on firm-level value, rather
than employee-level productivity (Edmans, 2012). Despite the available researches on
multicultural organization, leadership styles, and job satisfaction, little has been said
about the relationships between transformational leadership style and job satisfaction of
employees in a racially diverse multicultural organization. This chapter provides
information on the historical overview of leadership, leadership, leadership perspectives,
leadership styles, gender and leadership, multicultural organizations, and job satisfaction.
Historical Overview of Leadership
Leadership can be traced back to the beginning of the creation of human beings
(Bass & Steidlmeier, 1999). Scholars studied and taught leadership during the time of
Plato (Bass & Steidlmeier, 1999). Most studies on the subject of leadership were
Darwinian in nature, and people considered individuals with royalty as good leaders
(Komives, Lucas, McMahon, Kouzes, & Posner, 2007). This idea of leadership was
characterized as the great man theory and led to trait theories of leadership (Bass, 1960).
Other researchers considered the great man theory to be incompatible with current
science (Bass, 1960). Additional researches have been conducted on leaders’ learning
14
and skills development; in order for them to be effective to who they lead (Bass, 1960;
Northouse, 2011; Komives et al., 2007).

iL
Early studies of traits and leadership from the 19 century focused on key traits of
leadership, which were believed to be different from traits of ordinary people (Osland et
al., 2013). These studies pointed out that personality, skills, value, and other traits, are
critical for leaders to possess in order for them to be effective leaders. However, after the
20th century and the start of globalization, characteristics of leadership expanded to strong
drive for personality, persistence in pursuit of goals, ability of problem solving,
willingness to accept consequences of decisions, absorbing subordinates’ stress, and
influencing others (Osland et al., 2013). Zaccaro (2007) argued that changes in
leadership began in the 19th century and resulted from growing attention by social
psychologists. The failure in trait approach as a mere method of leadership made
scholars’ focus on practical effective versus ineffective leadership styles.
The vintage perspectives on leadership focus on the physical quality of a leader
rather than their abilities. Bass (1960) mentioned that leadership mainly focuses on
group process and that leadership focus on group change typifies the will of those he or
she leads. The leadership book written by Bums (1978) was considered a turning point
from leader-centric view to a relational perspective on leadership. Bums argued that
although leadership in some cases reflects power, the power often focuses on human
nature through a relational perspective. Bums was among one of the first scholars to
introduce ethics and morality as parts of leadership, power wielding, and dictatorship.
Regardless of the different viewpoints on leadership, leadership can be
conceptual in nature and leaders should have certain traits in order for them to be
15
effective as leaders (Northouse, 2011). Rost (1993) discussed and acknowledged Bums’
work that created a shift from industrial to post-industrial leadership. The post-industrial
paradigm however viewed leadership as significant relationships based on mutual respect
and influence between leaders and subordinates. Rost (1993) advocated for post
industrial leadership, which has a mutual influence relationship between leaders and
followers.
Leadership
Leadership is often described as a characteristics or personal quality that a person
possesses. This is considered a leader-centric focus (Clark, 1997). Leadership is also
considered as a process o f interactions with a group of subordinates (Komives et al.,
2007). Other researchers have pointed out that leadership is a complex subject with
interconnected fragments that can be viewed as ‘system-perspective’ (Parks, 2005).
Scholars have presented different varieties of theories about leadership and its models.
Other researchers noted that the characteristics people possess enable them to encourage
others to reach their full potential (Northouse, 2011).
Other researchers view leadership from a skills’ prospective and noted that
knowledge, skills, and other capabilities make effective leadership possible (Northouse,
2011). Baker (1997) mentioned that leaders should be able to establish and maintain a
network of people, handle conflicts among followers, choose the most appropriate
method of resolving issues, spread information among followers effectively, build a chain
of networks among all employees, choose the best possible solutions in turbulent
atmospheres, implement decisions effectively, use all organizational resources effectively

16
toward the goals of an organization, and take realistic and responsible risks within an
organization through innovations.
First, Di Schiena, Letens, Van Aken, and Farris (2013) conducted a quantitative
study to determine an association between learning organization characteristics and
leadership styles used by military leaders. The Learning Organization Questionnaire and
the Multi-Factor Leadership Questionnaire was used to gather the data. The participants
were a group of commanding officers who served as leaders of detachment units for
missions that were conducted by the Belgian Armed Forces. The results suggest that
commanding officers considered themselves to be effective leaders, even though they
display higher degrees of transactional leadership and lower levels of transformational
leadership characteristics.
A possible reason for this finding could be that despite how the leaders viewed
themselves, the way they are viewed by others reflected their true leadership styles. The
results also suggest that charisma and providing attention and consideration was essential
to a willing to learn organization. Since commanding officers rated themselves fairly
high on contingent reward and rather low on idealized influence and individualized
consideration, significant correlations were observed between the learning organization
characteristics and the passive-avoidant leadership dimensions. The manner in which
military leaders lead their subordinates reflected on how they thought their subordinates
and others perceived them.
Second, Vohra (2014) conducted a mixed method study to explore contextual
leadership behaviors. A semi-structured interview was used to collect the qualitative
data, while the Multi-factor Leadership Questionnaire was used to collect the quantitative
17
data. The participants were leaders from organizations operating in different sectors in
India. Seventeen leaders were interviewed for the qualitative data. The leaders belonged
to the ship building sector, engineering, healthcare, pharmaceutical, media, retail,
logistics, oil and natural, and the publishing sector. The researcher also used data from a
secondary source to collaborate the qualitative data that were collected. Furthermore,
researchers have studied the effectiveness of transformational, charismatic, and other
leadership styles on job satisfaction (Eagly & Johnson, 1990). Other researchers have
evaluated the importance of charismatic leadership within an organization as far as
acquiring employees’ job satisfaction.
Third, Chengyan et al. (2013) conducted a quantitative study to investigate the
leadership style of women in organizations. The total number of participants used in the
study was 225. All the participants were women who worked in organizations that were
located in the Chinese cities of Shanghai, Hangzhou, Ningbo, Shaoxing, Wenzhou,
Yueqing, and Ryan. The participants were women who studied executive master of
business administration programs in a Chinese university, women acquaintances and
friends who were entrepreneurs, and class advisors of two primary schools. The
instrument used to gather the data was the Leader Behavior Description Questionnaire.
The results suggest that most women adopted an achievement oriented leadership style.
A possible reason for this finding could stem from the fact that China is a male
dominated country and women are not expected to occupy leadership positions. The
results also show that women develop attributes that were considered masculine, such as
independence and influence. The results also show that leadership style varies depending
on the type of enterprise in which women worked (Chengyan et al., 2013). Even though
18
Chinese men occupy leadership positions in China, more women are beginning to occupy
similar positions and are expected to work twice as hard in order for them to be
considered equal as their male counterparts.
Fourth, Gokce et al. (2014) conducted a quantitative study to determine the effect
of organizational culture, leadership, and commitment. There were 121 participants used
in the study. The participants were physicians who worked at four hospitals in Turkey.
The instruments used to gather the data were the Multifactor Leadership Questionnaire,
Allen and Meyer’s three-Component Organizational Commitment Scale, and the
Hofstede’s Organizational Culture Questionnaire. The instruments used to assess
organizational commitment and organizational culture were originally designed in
English and were later translated to Turkish. The results suggest that physician
perceptions of their expectations from leaders increase their commitment to the
organization in which they worked. In order words, physicians were more committed to
their organization based on what they thought was expected from them (Gokce et al.,
2014). A possible reason for this finding could be that physicians felt that they were
considered as leaders based on their work responsibilities. As a result, they were
expected to be committed to their patients, which can sometimes translate to being
committed to their organization.
The results also suggests that physicians’ behavior was related to the culture of
the organization. In order words, the climate of the work environment influences
physicians’ behavior. The result also shows that the culture of the organization was not
related to physician commitment to the organization (Gokce et al., 2014). While an

19
organizations’ climate does influence the culture of organizations, it does not always
affect the leadership of the organization.
Leadership Perspectives
Researchers have also considered other perspectives that are connected to
leadership. Ecological perspective of leadership comes from the conceptualization of
leadership that considers organizations as complex and dynamic systems (Allen, Stelzner,
& Wielkiewicz, 1999). Current theories of leadership are based on industrial patterns
that emphasize pre-eminence of positional leaders who lead machine-like organizations.
Ecological perspective of leadership proposes temporary resolutions of tension between
traditional and ecological approach, importance of specific leaders’ decisions in
comparison to ecological context importance, diversity making organizations more
adaptive, and leadership is considered an emergent process arising from human
interactions. Through this perspective, leadership encompasses different organizational
systems and encourages employees to improve and thrive within the organization (Allen
et al., 1999). Gardner (2011) views leadership as a process that occurs in the minds of
different individuals from different cultures. Gardner believes that it is possible to
recognize leadership qualities in young children.
Further, learning organization is a term given to organizations in order to facilitate
and motivate employees to improve (Senge, Scharmer, Jaworski, & Flowers, 2004). This
idea considers organizations as living organisms that have the potential to learn and grow.
This idea promotes enhancement and the utilization of all the resources that can facilitate
growth within organizations (Senge et al., 2004). Wheatley (2006) discusses leadership
based on the concepts of biology, chemistry, and quantum physics. Wheatley (2006)
20
pointed out that organizations are like living organisms as well and warns against
concentrating too much on hierarchies and tasks rather than relationships within
organizations.
Additionally, adaptive leadership is rooted in different leadership theories and has
significant links to the scientific theory (Heifetz, Grashow, & Linsky, 2009). This theory
was bom from biology and evolution in which plants, animals, and other beings have the
ability of adapting to different environments in order to survive and thrive. Adaptive
leadership encourages and mobilizes people to confront and tackle challenges through
individual growth (Heifetz et al., 2009). Adaptive challenges are usually ambiguous and
unknown and should be handled through new strategies and beliefs (Heifetz et al., 2009).
Nevertheless, the personality trait theory mentioned that leaders possess certain
personality traits (Zehndorfer, 2014). Hoffman, Woehr, Maldagen-Youngjohn, and
Lyons (2011) observed that successful leaders are successful, honest, creative, and self-
confidence. Derue, Bakker-Pieper, and Oostenveld (2011) noted that there is a
significant predictive relationship between effective leadership and trait of consciousness
and agreeableness. Further, cognitive trait identifies the role of intelligence as a trait of
leadership. Researchers have linked role of intelligence and positive correlation with
leadership performance (Bass, 1960; Judge, Colbert, & Ilies, 2004). Physiognomy is
considered a physical attractiveness or appearance of a leader that can influence followers
positively. Physical attractiveness can lead to greater career success in a range of
professions (Hamermesh, 2006; Mobius & Rosenblat, 2006). Westover (2011) believes
that leadership can be considered an input to the relationships of transformational style

21
and employees’ job satisfaction. Chen, Belkin, McNamee, and Kurtzberg (2013) noted a
solid relationship between employees’ satisfaction and organizational success.
Leadership Styles
Leadership styles have been studied by many researchers. Keskes (2014) studied
leadership styles and organizational commitment dimensions, such as affective,
normative, and continuance. Clarke (2.013) studied how leadership styles affect safety
compliance and safety participation. De Vries, Bakker-Pieper, and Oostenveld (2010)
investigated the relationships among communication styles, charismatic leadership,
human-oriented leadership, task-oriented leadership, and leadership outcomes.
Additionally, Ruggieri and Abbate (2013) show that transactional or transformational
leadership condition, levels of leadership, and self-sacrifice were related to team
identification. Charismatic leadership involves lofty and supercilious values, which
motivate followers. However, there is a consensus among researchers that this
charismatic leadership style relies on subordinates or followers more than any other
leadership method and perspective. Therefore, existence of loyal followers and believers
of leadership is definitely an essential part of the leadership (Chen et al., 2013). This
section provides information on different leadership styles.
Charismatic Leadership
Leadership styles, such as transformational, charismatic, autocratic, laissez-faire,
and democratic are different in many ways. Howel and Shamir (2005) viewed
charismatic leadership as a mutual emotional relationship between leaders and followers.
A charismatic leader does not only lead followers, but also empowers them to be their
22
best. According to Weber (1978), different situations and work environments can create
needs for a charismatic leadership.
Research by Rowden (2000) examined the relationship between charismatic
leadership and organizational commitments. The study used corporations in Georgia
with white-collar employees. The instrument used for this quantitative study was the C-
K scale and an organizational commitment questionnaire developed by Porter. The scale
measured six charismatic leadership styles. The results suggest a relationship between
charismatic leadership and organizational commitment. There was a positive correlation
of charismatic leadership methods and organizational commitment. The only charismatic
leadership method that had a slight negative correlation with organizational commitment
was maintaining the organization. The study revealed that some aspects of charismatic
leadership styles were related to some components of transformational leadership and
were positively related to organizational commitment.
Transactional Leadership
Transactional and transformational leaderships are two of the different methods
of leadership that are distinguished by Bums (1978). Transactional leadership focuses on
how a leader engaged in vote and services, while transformational leadership focuses on
interaction and connections (Bass, 1960). Bums (1978) described transformational
leadership as an engagement with subordinates in order to motivate them to a higher level
of morality. Bums’ revolutionary work paved the road for other researchers of different
models of leaderships.
23
Transformational Leadership
Bass (1960) observed that “transformational leaders are those who increase the
level of awareness of their followers and help them recognize what is right, good, bad,
unethical, and beautiful. Transformational leaders help their followers achieve
organizational goals through self-actualization while they foster higher moral maturity”
(p. 3). Transformational leadership connects followers’ sense of identity to the vision
and mission of organizations (Ruggieri & Abbate, 2013). Transformational leadership
theory represents many approaches to understanding leadership and how to promote
performance beyond the expected standards (Avolio & Yammarino, 2013).
Bass (1960) noted that many leaders can aspire to a greater sense of power,
energy, responsibility, and goal orientation. Leaders who possess the transformational
leadership style eventually become role models for their followers through examples and
the manner in which they lead (Ruggieri & Abbate, 2013). When leaders lead by
example, they are more likely to see positive changes in employees’ performance. Thus,
leaders stimulate and motivate followers to focus on achieving the goals and objectives of
the organization (Ozaralli, 2003). Transformational leaders’ possess moral influence
with ethical standards through the creation of constructive challenges and a sense of
engagement in their organization (Avolio & Yammarino, 2013).
Autocratic Leadership Style
The autocratic or authoritarian leadership style has also been studied in different
organizations. Autocratic leadership is characterized by leaders’ control over followers
and provides less opportunity for input from those they lead (Yukl, 2011). Thus,
autocratic leadership is the least effective leadership style because leaders do not always
24
encourage their follows to adapt to their own ideas (Yukl, 2011). Further, laissez-faire
leadership style responsibilities and obligations are left to the followers and they are
trusted to do their best to achieve the goal of the company. On the condition that an
organization has a sense of self-direction, like technology companies, this leadership
style works perfectly fine (Marques, 2008).
Democratic Leadership Style
Democratic leadership has also been examined and tested within organizations.
In this leadership style, leaders rely on followers’ votes and decide accordingly. In other
words, employees take a participative role in organization decision-making process.
Democratic leadership style has been found to be effective in productivity and employee
contribution (Gastil, 1994). It is important to investigate the effect of each leadership
style in multicultural organizations and find out if the most effective method can unite,
create job satisfaction, improve relationships, and decrease conflicts among employees.
Regarding the democratic leadership style, Oparanma (2013) conducted a
quantitative study to investigate employee participation in decision-making and their
work performance in their place of employment. The total number of participants used in
the study was 200. Participating organizations were companies in Port Harcourt and
Rivers State in Nigeria. The instrument used to gather the data was developed by the
researcher. The results suggest that the democratic leadership style made it possible for
employees to provide their input regarding polices in the organizations.
Oparanma (2013) pointed that “decision making is both a vital and an
indispensable aspect of the leading function in every organization. It is so important that
it is included in all administrative efforts to operate any organization both efficiently and
25
effectively” (p. 32). The results suggest that the participation of employees in decision
making is essential to an organization and can provide employees and management with
the opportunity to share their views regarding different decisions. The results also
suggest that participation in a decision-making process have the potential of improving
work performance. While the involvement of employees in decision-making is essential,
management should ensure that they consider all the inputs made by employees and then
choose decisions that they think would enable them to achieve the objectives of the
organization.
More Leadership Styles
There are other leadership styles that leaders’ possess in organizations. First, in
servant leadership, a leader serves as a servant to those he or she leads (Greenleaf &
Center, 2008). This means that a leader puts the needs of the organization and followers
before his or her needs (Greenleaf & Center, 2008). Greenleaf and Center (2008)
stressed that followers would be encouraged to serve when their leaders consider them
first before his/her own needs. Second, followership is a conceptualized leadership in the
post-industrial era (Kellerman, 2008). Followers and leaders are considered important
parts o f the leadership process and both work towards the success of an organization
(Kellerman, 2008). Third, authentic leadership involves awareness of one and has its
roots in positive psychology, optimism, and congruence (Avolio & Gardner, 2005).
Fourth, relational leadership promotes accessible conceptualization of leadership, which
emphasizes the collaboration of leaders and followers (Komives et al., 2007).

26
Gender and Leadership
The gender of a leader can determine the method or manner in which the leader
directs his or her subordinates. While some organizations’ management prefer males as
leaders, research has shown that women can lead as effectively as their male counterparts
(Cuadrado et al., 2012). Other researchers have shown that women’s empathetic views
towards some issues make them better leaders compared to their male counterparts
(Claringbould & Knoppers, 2012). Further research has shown that despite the
responsibilities women may have at home, they are able to demonstrate that they can
effectively balance work and home (Pfister & Radtke, 2009). This next section will
provide research on gender and leadership.
First, Cuadrado et al. (2012) conducted a quantitative study to determine if
leadership styles and gender are related to scarce female leaders. The total number of
participants used in the study was 226 and the participants belonged to thirty-five work
teams. These teams were divided into educational organizations, health care
organizations, private bureaucratic organizations, public bureaucratic organizations,
production organizations, and citizen protection firm. The instrument used to gather the
data is the Multi-factor Leadership Questionnaire -5R Spanish version. The results
suggest that maie and female leaders perform their leadership responsibilities in similar
manners.
The result also show that despite the leadership style leaders’ possess, their
outlook on situations is similar (Cuadrado et al., 2012). On the other hand, the results
suggest that male employees consider female leaders to be autocratic in terms of
leadership style compared to their male counterparts. The results also show that male and
27
female leaders adopt similar characteristics of transformational and transactional
leadership styles (Cuadrado et al., 2012). While these results may reveal that male and
female leaders are not that different, the manner in which both genders view issues of
leadership can vary depending on the issue and the environment in which they find
themselves.
Second, Claringbould and Knoppers (2012) conducted a qualitative study to
explore how gender relates to leadership positions in sport organizations. The total
number of participants used in the study was 36 and the data were collected through
interviews. The interviews contain questions that related to the underrepresentation of
women in sport’s journalism, the processes used to recruit, and selection and meanings
that are associated to gendered behavior. The participants were experienced sport’s
journalists and members of national boards of Olympic sport’s organizations.
The racial ethnicity of most of the participants was White. The data were
transcribed and coded by using a comparative method. The results suggest that gender
was related to organizational processes and that men and women are provided with the
same leadership opportunities in sport’s organizations. The results also suggest that the
perception or meaning of male and female leaders is not equal considering that males are
considered to be more athletic than females (Claringbould & Knoppers, 2012). A
possible reason for these conclusions could be the work environment in which the study
was conducted. For instance, if the participants worked in organizations in which they
have equal number of male and female leaders, then the manner in which they respond to
the interview questions may have been similar. Another possible reason could be that
participants may not have had enough experience working for leaders who were males
28
and females. Despite the findings of the current study, males have been recognized to
occupy more leadership positions than their female counterparts (Berg, Barry, &
Chandler, 2012).
Third, Pfister and Radtke (2009) conducted a mixed method study to explore
women’s perceptions on leadership and how women leaders balance their occupations
and their personal lives. The qualitative data was gathered through an interview. The
total number of participants that were interviewed was 33. The participants were female
leaders who worked at the state and federal level of German sport’s organizations. The
researchers conducted problem-centered interviews in which participants were contacted
through sports federations and other means.
The data from the interview were analyzed using a content analysis. The
quantitative data were collected through the use of a questionnaire that was developed by
the researchers. The total number of participants used to gather the quantitative data was
697. The results suggest that different leadership positions in sport’s organizations are
allocated based on gender. The results also suggest that male leaders are more confident
and tend to blame others when problems arise in their organizations (Pfister & Radtke,
2009). Women on the other hand tend to reflect on themselves and view controversies as
personal insults. These findings suggest that instead of considering whether a problem
that may arise in their organizations is a consequence of their decisions, both genders
tend to blame others. While male and female leaders approach organizational problems
differently, their perception about how to resolve problem are similar. Both genders tend
to look at problems outwardly rather than inwardly.

29
Fourth, Van Emmerik et al. (2010) conducted a quantitative study to determine
whether working in an environment with differences in leadership gender is associated
with leadership behaviors. The data used in the study were collected from a database of
worldwide operating consulting organizations. The data contain information from
managers and their subordinates within 473 organizations in public and private sectors.
The researchers collected data from thirty-two countries. The results suggest that
leadership behaviors are associated with individual differences of leaders. The results
also suggest that male managers in organizations with more female managers tend to
engage less in initiating structure (Van Emmerik et al., 2010).
The results also suggest that female managers do have an impact on perceived
male leadership behaviors (i.e., less initiating structure by male managers). The results
show that managers at higher levels in organizations use less consideration and also less
initiating structure (Van Emmerik et al., 2010). Considering that people are different in
their perception of issues, the manner in which leaders respond to issue would be
determined by their individual differences. Another possible reason for these findings
could be that male leaders do not want to be considered as dominant, thus, they may
engage in less initiative structures.
Fifth, Wakahiu (2013) conducted a mixed method study to examine the
motivation behind religious women initiating programs that serve the underserved
populations, to describe the impacts of these programs, and to explore the implications of
implementing the program. The total number of participants used to gather the
quantitative data was thirty and the total number of participants used to gather the
qualitative data was twenty-two. A narrative inquiry approach was applied to the study
30
and the Hilton-Funded Sisters Leadership Development Initiative (SLDI) program was
used in the study. The quantitative data was collected through Survey Monkey. The
participants used in the study were women from Africa nations such as Kenya, Uganda,
Ghana, and Nigeria. The participants had graduated from the SLDI program and had
been in leadership positions for a minimum of three years.
The results suggest that participants established the program in order to help
those in needs. This means that despite the challenges that arise from the implementation
of the program, leaders were more concerned about helping those in need and changing
people’s lives for good (Wakahiu, 2013). The findings suggest that leadership
development was essential in increasing self-confidence and self-esteem. The result also
suggests that implementing programs that can be beneficial to less privileged individuals
can facilitate attitude change, adaptation of new skills, and implementation of these skills
(Wakahiu, 2013). While implementation of different programs may have their rewards,
implementing programs that could benefit the community at large is more rewarding
because the program can have the potential of changing people’s lives for good.
Multicultural Organization
Different leadership styles in multicultural organizations have direct effects on
employee’s job satisfaction (Liden, Wayne, Liao, & Meuser, 2013). Different leadership
styles motivate and encourage people in diverse work environments (Bass & Steidlmeier
1999). In multicultural organizations, leaders motivate and engage employees or
followers from different racial and ethnical backgrounds on shared goals and challenges
(Bass, 1960). Research emphasizes the importance of ensuring that employees or
subordinates feel their work responsibilities motivate them to do their best work (Kouzes
31
& Posner, 1995). According to Yukl (2001), different skills, such as interpersonal and
cognitive skills, are essential for leaders to possess. The goal of a leader is to influence
others to be their best and motivate them to achieve a common goal (Yukl, 2001). This
section provides research on multicultural organizations.
First, Aritz and Walker (2014) conducted a mixed method study to determine how
different leadership styles affect interaction in multicultural groups. The total number of
participants used in the study was 146. The participants were from China, Japan, Korea,
and the United States. All participants were business professionals enrolled in an MBA
program at a private university in Southern California. The instruments used to collect
the quantitative data were developed by the researchers. The survey contains dimensions
such as satisfaction with the group decision-making process, their perceived sense of
inclusion, and value. Other variable that were measured in the study were charismatic
and/or value-based leadership, team-oriented leadership, participative leadership,
autonomous leadership, humane-oriented leadership, and self-protective leadership.
The qualitative data were gathered through case studies. The results suggest that
East Asian language speakers did not feel they are supported by their leaders. On the
other hand, the Americans felt that task oriented and involving others in the decision
making process was evident in their organizations (Aritz & Walker, 2014). The results
also showed that Japanese and Chinese considered status-conscious and procedural style
to be more significant. Koreans identified “involving others in decision-making process”
feature as the most important attribute of a leader (Aritz & Walker, 2014). The
perception of employees regarding various leadership styles can be effected by their
cultural beliefs and the manner in which leadership is perceived in their organizations.
32
Second, Lauring and Selmer (2011) conducted a quantitative study to examine the
relationship between diversity climate and performance in multicultural organizations.
The total number of participants used in the study was 489. The participants were
members of multicultural academic departments and were from science departments of
three large universities in Denmark. There were sixteen departments. Some of these
departments were physics, chemistry, and nanotechnology. The instrument used to
gather the data were developed by the researchers through an electronic commercial web
survey software package. Some of the variables measured in the study were openness to
linguistic diversity, openness to visible diversity, openness to value diversity, and
openness to informational diversity.
Other variables were perceived group performance and group satisfaction. The
findings of the study suggest that there was a positive association between diversity
climate and perceived group performance (Lauring & Selmer, 2011). 'This suggests that
the work climate of an organization can have an effect on the performance of employees.
A possible reason for this finding could stem from the fact that, if the work environment
is not conducive to work in, employees may not fee! comfortable doing their best job.
The result also shows that there was positive relationship among group satisfaction,
informational diversity, and group involvement. Thus, employees who work together are
likely to be satisfied with their work. Further, the researchers found an association
between linguistic, value, and informational diversity and perceived group performance
and group satisfaction (Lauring & Selmer, 2011). Hence, job satisfaction and a
multicultural team can lead to better work performance for diverse groups.
33
Third, Boulouta (2013) conducted a quantitative study to determine how female
board directors influence corporate social performance. The total number of participating
organizations used in the study was 594. The data were collected from Standard and
Poor’s (S&P 500) group of companies. Other data for these firms were collected from
the Socrates Kinder, and Lydenberg, Domini & Co., Inc. database. Data for the gender
diversity were collected from the Risk Metrics database. The data for the control
variables were collected from the Mergent and DataStream databases. Some of the
variables measured in the study were community, products, employees, environment, and
omitting the diversity dimension.
The results suggest that corporate social performance correlate more strongly with
the female gender role stereotype. A possible reason for this finding could stem from the
fact that female leaders may feel that they have to work twice as hard as their male
counterparts. The results also show that more gender diverse boards exert stronger
influence on corporate social performance metrics focusing on concerns and other
problems within an organization (Boulouta, 2013). While female leaders may feel the
need to work harder than male leaders, they may be more apathetic to concerns that may
arise in their organization and do all they can to resolve the issue due to their caring
nature.
Job Satisfaction
Shamir (2011) argued that ineffective leadership methods result from ignoring
the dimension of time and neglecting time in the field of leadership. High morale and job
satisfaction among employees is a definite result of leadership approaches and styles
(Shamir, 2011). Although satisfied employees are more productive, creative, and
34
committed to their organizations, few organizations make job satisfaction a top priority
for their employees (Syptak, Marsland, & Ulmer, 1999). Frederick Herzberg, who is a
pioneer in motivation theory, developed a model that measures job satisfaction and
dissatisfaction. He made two statements in his research to measure job satisfaction:
Think of a time when you felt really good about your job, why did you feel that way?
The development of the above theory could concentrate on measuring the degree
of satisfaction of employees. Job satisfaction resulted from the content of motivational
factors that had a focus on intrinsic factors. These factors were developed from the sense
of gaining responsibilities, receiving recognition, engaging in meaningful work, and job
accomplishment (Schwab & Cummings, 1970). Motivating followers is perhaps the most
essential and important part o f the leadership’s job considering that most followers
believe that they could give 15 to 20% more effort at work than what they give in normal
conditions without getting motivated by their leaders. It has been concluded that the top
15% of employees at any job produced 25 to 50% more than normal/average workers
depending on different types and complexities of jobs (Hunter, Schmidt, & Judiesch,
1990).
Motivation can bring direct intensity and persistence to followers’ behavior and
make them perform beyond expectations (Imran, Fatima, Zaheer, Yousaf, & Batool,
2012). Schwartz (2013) investigated different motivating strategies used by leaders. The
relationship between motivation and effort has been given extra importance as the
ultimate goal of the research. Schwartz (2013) used Keller’s ARCS in to understand
motivation strategies
35
Table 1. Keller’s ARCS Model

Keller's ARCS model
Attention Relevance Confidence Satisfaction
Perceptual Goal Orientation Learning Intrinsic

Arousal Instructions for Requirements Reinforcements
Novelty / Surprise successful
achievements Assessments Criteria Encourage the
enjoyment of
learning
Inquiry Arousal Motive Matching Successful Extrinsic Rewards
Stimulate Match objectives Opportunity Provide motivational
Curiosity to needs Provide challenging feedback
opportunities
Variability Familiarity Personal Equity
Incorporate a Present content Responsibility Maintain consistent
range of methods understandable to Link success to standard
to meet learners’ personal effort
subordinate needs experiences
Motivation and job satisfaction are two related factors in organizational
productivity and success (Cao et al., 2013). Maslow’s Hierarchy of Needs analyzes
employees’ needs on physiological, ego, self-actualization, and social levels and
eventually provides a base for understanding motivation when leading followers (Cao et
al., 2013). Shelter, food, and clothing can be used as motivators for employees. The
hierarchy is a portrait in the shape of a pyramid with the most important level of needs at
the bottom and the self-actualization needs are on the top. There are five basic needs
36
such as psychological, safety needs, friendship, love, esteem and self-actualization. If
these needs are not met, then individuals will feel anxious and tense (Cao et al., 2013).
In addition to motivation, job satisfaction seems to be a related subject in leaders-
followers relationships. Job satisfaction is about one’s feeling about work promotion,
pay, work-load, leadership, educational opportunities, and so on. Unlike motivation, job
satisfaction may not have a direct effect on organizational goals in a short time; however,
job-dissatisfaction could play a vital role in erosion of trust between leadership and
followers in the long-term (Tan & Waheed, 2011). Job satisfaction and motivation do not
always ensure good performance, especially when employees do not have the necessary
skills and resources and as a result they become unproductive. Motivation is all about
persisting with distinct behavior and values and very powerful strategy which can
empower followers for certain tasks (Tan & Waheed, 2011).
Kouzes and Posner (2008) have determined the most effective leadership styles
and effects on employees through their research. Surveys and interviews were different
techniques of gathering data that led to discovering different practices of exemplary
leadership as follows: challenging the process, gathering and uniting followers for the
vision, empowering followers to act, modeling path and map, and inspiring and
motivating followers. According to Kouzes and Posner, leaders should have the courage
to start a change within an organization if it is necessary. Leaders should also have the
power of getting their followers united and empower them to act based on a provided
map. Leaders direct followers by inspiring and motivating them rather than ordering
them.
37
Diestel et al. (2014) conducted a quantitative study to investigate individual
relationships between externally focused satisfaction and internally focused satisfaction
within an organization. The total number of participants used in the study was 441. The
instrument used to collect the data was developed by the researchers. The participants
used in the study were health-care workers at a residential elderly care organization in
Germany. Participants were recruited through announcements at staff meetings and
memos sent by the work-unit managers. The result suggests a negative relationship
between externally focused satisfaction and individual absenteeism. The result also
suggests a negative relationship between internally focused satisfaction and individual
absenteeism in terms of levels of work-unit absenteeism (Diestel et al., 2014). The
results suggest that employees are more likely to be satisfied at their place of employment
when management focus on internal concerns of employees by reducing work-unit
absenteeism
Ali and Ali (2014) conducted a quantitative study to investigate the mediating
effect of job satisfaction between psychological capital and job burnout. The total
number of participants used in the study was 219 and the participants were female nurses
working in three big government hospitals in Pakistan. The instruments used to collect
the data are the Psychological Capital Questionnaire, the Maslach Burnout Inventory-
General Survey, and the Job Satisfaction Survey. The variables that were measured in
the study were self-efficacy, optimism, resiliency, pay, promotion, supervision, fringe
benefits, contingent rewards, operating conditions, coworkers, nature of work and
communication, depersonalization, personal, accomplishment, and emotional exhaustion.
The results revealed that employees' psychological capital had significant negative
38
impact on job burnout. Thus, employees’ psychological state of mind did not determine
whether they were experiencing bumout at work. Despite the findings of the current
research, employees’ state of mind can influence how they respond to their various work
responsibilities.
Fu and Deshpande (2014) conducted a quantitative study to examine the
relationships among caring climate, job satisfaction, organizational commitment, and job
performance in different organizations. The total number of participants used in the
study was 476. The participants were employees who worked in a large insurance
company in mainland China. Organizational commitment was measured using Meyer
and Allen’s (1991) survey and job satisfaction was measured using Cellucci and
Devries’s (1978) instrument. The instruments were developed in English and later
translated to Chinese. The variables that were measured in the study were job
performance, organizational commitment, job satisfaction, caring climate, and
demographic variables. The results suggest that “caring climate is a predictor of a
number of important organizational outcomes like job satisfaction, organizational
commitment, and job performance of Chinese employees. This study confirmed the
positive direct impact of job satisfaction on employees’ organizational commitment and
indirect impact on job performance” (p. 339). Thus, employees are more likely to have
increased job satisfaction when they are committed to the organization.
Coughlan, Moolman, and Haarhoff (2014) conducted a mixed method research
design to identify external job satisfaction factors that contribute to overall job
satisfaction of employees. The participants worked at five-star hotels in the Western
Cape in South Africa. The instrument used to gather the data was the Minnesota
39
Satisfaction Questionnaire and the questionnaire of Lee and Way (2010) that was
developed for use in the hospitality industry. The researchers did not use any sampling
technique to determine which hotels to use for this study. Interviews and focus group
discussions were used to collect the qualitative data. The results suggest that leaders of
organizations do not include employees in decisions regarding the organization. The
results also show that a healthy organizational culture can increase employees’ job
satisfaction. Coughlan et al. (2014) noted that “a hotel's culture requires total
involvement and commitment from top management. To ensure a healthy culture,
managers could state a clearly defined purpose for the company, be realistic and
adaptable” (p. 103).
Summary
Chapter Two has mentioned this chapter provides information on the historical
overview of leadership, leadership, leadership perspectives, leadership styles, gender and
leadership, multicultural organizations, and job satisfaction. Chapter Three will provide
the methodology used to gather the data.

40
CHAPTER THREE: METHODOLOGY
The objective of the current quantitative study is twofold. First, this study
investigates the relationship between transformational leadership style and job
satisfaction of employees in a racially diverse multicultural organization. Second, this
study investigates if differences in transformational leadership style are linked to the
demographic variables of age and gender. To further explore the mentioned
relationships, this section mentions the research questions and hypotheses, the research
designed that was used to gather the data, how participants were chosen for the study, the
instruments that were used to collect the data, the procedure, and the type of analyses that
were used to analyzed the results.
Research Questions and Hypotheses
RQ1. Is there a statistically significant relationship between transformational
organization?
lHo-There is no statistically significant relationship between transformational
organization.
IHA-There is a statistically significant relationship between transformational
organization.
RQ2. Is there a statistically significant difference in the transformational
leadership style by gender in a racially diverse multicultural organization?

41
2Ho -There is no statistically significant difference in the transformational
2HA-There is a statistically significant difference in the transformational
RQ3a. Is there a statistically significant difference in transformational leadership
style by age in a racially diverse multicultural organization?
3aHo -There is no statistically significant difference in transformational
leadership style by age in a racially diverse multicultural organization.
3aHA- There is a statistically significant difference in transformational leadership
style by age in a racially diverse multicultural organization.
RQ3b. Is there a statistically significant difference in transformational leadership
style by gender in a racially diverse multicultural organization?
3bHo -There is no statistically significant difference in transformational
3bHA- There is a statistically significant difference in transformational leadership
style by gender in a racially diverse multicultural organization.
RQ3c. Is there a significant interaction between the demographics variables of
age and gender in a racially diverse multicultural organization?
3cHo -There is no significant interaction between the demographics variables of
3 cH a - There is a significant interaction between the demographics variables of

42
Research Design
The research design used for this study was a quantitative research method.
Research shows that the quantitative research design allows researchers to better address
issues that relates to validity and credibility of a study (Zachariadis, Scott, & Barrett,
2013). This design is chosen because it allows for the use of statistics, through surveys,
to determine if relationships and differences exist between variables (Hoe & Hoare,
2012). Fulgoni (2014) observed that the use of surveys allow for a more numerical,
analytical result.
Selection of Participants
A total of 200 participants were selected from a racially diverse multicultural
organization from the state of Georgia. The participants were employees who worked
with leaders who possess the transformational leadership style. Employees who work
with leaders with other leadership styles were used for this study. All levels of the
organizational hierarchy (e.g. CEO, CFO, executives, supervisors, and managers) were
sufficiently represented in the sample. A demographic section captured the following
data: gender and age. The researcher of this dissertation is not affiliated with the
organization or participants that were involved in this study.
Instrumentation
The Job Satisfaction Survey (JSS) and the Multi Factor Leadership Questionnaire
(MLQ) were used in this study.
The Job Satisfaction Scale (JSS)
The Job Satisfaction Survey (JSS) was created by Paul E. Spector in 1985
(Spector 1985). The instrument measures people’s attitudes towards their employer and
43
various work duties (Young, Kowalski, McCord, & Petersen, 2012). The instrument is
found reliable with a Cronbach Alpha .90 (Spector, 1985). The JSS contains 36
questions and it has nine facet scales. Each facet is assessed on a scale of 4. The facets
are Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards (performance
based rewards), Operating Procedures (required rules and procedures), Coworkers,
Nature of Work, and Communication (Spector 1985). Some of the questions in the JSS
are: my supervisor is quite competent in doing his/her job, I sometimes feel my job is
meaningless, my supervisor is unfair to me and my supervisor shows too little interest in
the feelings of subordinates. Participants were asked to circle the appropriate number in
the instrument to indicate the level of their agreement or disagreement with the
statements. The scale is measured using 1 to 6, where 1 - disagree very much, 2 =
disagree moderately, 3 = disagree slightly, 4 = agree slightly, 5 = agree moderately, and 6
= agree very much. The JSS survey was used to answer research question one.
The Multi Factor Leadership Questionnaire (MLQ)
The Multi-factor Leadership Questionnaire (MLQ) was created by Bass and
Avolio in 1985 (Bass & Avolio, 1989). The MLQ was first published by Bass in its long
form of 63 items and was later reduced to 45 items, making it quick and easy to use in
research (Bass & Avolio, 1989). The instrument is used to measure managerial
leadership behavior in organizations (Bass & Avolio, 1989). l'his instrument has been
used in numerous studies and has been revised many times since its first introduction
(Bass & Avolio, 1989). The instrument has subscales of four behavior items that are
rated on a 5 point Likert scale where 1 14 - never and 5 14 = always. I'he MLQ has
eight factors: (1) laissez-faire leadership, (2) management by exception (active), (3)
44
management by exception (passive), (4) contingent reward, (5) intellectual stimulation,
(6) inspirational motivation, (7) individualized consideration, and (8) idealized influence
(Parry & Proctor-Thomson, 2002). The MLQ has two forms: long and short form. The
MLQ (5x short) is made up of 45 items describing specific leader behaviors (Bass &
Avolio, 1989). The short form contains items such as is absent when needed, or provides
me with assistance in exchange for my efforts (Bass & Avolio, 1989). The MLQ Leader
Form (5X Short) was used to answer research question two and three. The items in the
MLQ Leader Form contain questions that describe transformational leadership style as
perceived by others. The transformational leadership items on the questionnaire are 2,
3,12, 13, 15, 18, and 24. The instrument is found reliable with a Cronbach Alpha .93.
Procedure
The researcher o f the current study obtained an approval for the research from the
Institutional Review Board (IRB) of Argosy University. The researcher obtained a
research approval from the human resources department of the chosen organization that
will be used in this study. Thereafter, the researcher sought permission from the
developer o f the instruments that were used to gather the data. Before conducting the
research, the researcher met with his advisor to correct any errors that may arise during
the course of preparing to conduct the research. Subsequently, the researcher drafted a
letter of consent in order to obtain the permission of the participants who were involved
in the research. Craig (2013) mentioned that the researcher must obtain the consent of
participants before involving them in any research. Kraft (2010) noted that consent
letters provide participants with a clear objective of a study and how they can benefit
from it. The letter of consent contained the objective of the study, how the research
45
benefited participants, the duration of the study, and the protocols the researcher followed
to ensure that the data acquired were kept confidential.
Shu (2010) observed that participants should be informed about possible risks
associated with a research and should be protected from those risks if possible. The
consent form contained the contact information of the researcher and the IRB of Argosy
University, Atlanta. Discussions about the consent letter occurred two weeks before the
study was conducted so that participants had enough time to decide if they wanted to
participant in the study. The organization that was used for this study was informed that
they had the choice of participating in the research and had the option to withdraw from
the study without any consequence.
The instruments that were used in this study took about 10 to 15 minutes to
complete. After the surveys and the consent letters were used, they were kept in a
secured location in which the researcher is the only one who can access them with a key.
The data were kept for three years and destroyed thereafter. Pandey, Aggarwal, Seth,
Maulik, and Juneja (2011) stated that it is significant for researchers to follow ethical
guidelines to enhance confidentiality and minimize any possible risks that may arise
during the course of a research. To enhance data confidentiality, the researcher used
aliases instead of participants’ real names to recognize their consent letters and surveys.
Analysis
The first research question was: Is there a statistically significant relationship
diverse multicultural organization, was analyzed using a Pearson Product Moment
Correlation coefficient to detennine if there is a correlation between the variables? The

46
second research question was: Is there a statistically significant difference in the
organization, was analyzed using a one-way ANOVA to compare the means? The third
research question was: Is there a statistically significant difference between
transformational leadership style by age and gender in a racially diverse multicultural
organization was analyzed using a two-way ANOVA to compare the means? The
software package SPSS 22.0 was used to analyze the data. A probability level of .05 was
used to determine whether or not the relationship was significant.
Summary
This chapter has provided a description of the research method that was used to
gather the data for this non-experimental study. The study was designed to examine the
relationships between transformational leadership style and job satisfaction of employees
in a racially diverse multicultural organization. The instruments that were implemented
in this study were the Multi Factor Leadership Questionnaire (MLQ) and the Job
Satisfaction Scale (JSS). The research questions were analyzed using Pearson Product
Moment Correlation coefficient, a one-way ANOVA, and a two-way ANOVA. The
findings are reported in chapter four.

47
CHAPTER FOUR: RESULTS AND FINDINGS
The objective of this dissertation was twofold. First, this study sought to
determine the relationship between transformational leadership style and job satisfaction
of employees in a racially diverse multicultural organization. Second, this study sought
to determine if differences in transformational leadership style are linked to the
demographic variables of age and gender. The 22.0 statistical software packages (SPSS)
was used to compute the data with an alpha level of .05. The alpha level was used to
determine if the null hypothesis should be rejected or not. The first research question was
analyzed using a Pearson Product Moment Correlation coefficient to determine if there
was a correlation between the variables.
The Job Satisfaction Survey (JSS), an instrument that measures people’s attitudes
towards their employer and various work duties (Young et al., 2012), was used to answer
research question one. The second research question was analyzed using a one-way
ANOVA to compare the means. The third research question was analyzed using a two-
way ANOVA to compare the means. The short form of the Multi-factor Leadership
Questionnaire (MLQ), an instrument that is used to measure managerial leadership
behavior in organizations (Bass & Avolio, 1989), was used to answer research question
two and three. Additionally, the demographic section of this chapter contains
information on the participants' gender and age. This chapter reports the finding of each
of the research questions.
Demographics
A total of 230 surveys were completed by participants. Among these surveys,
thirty o f them were incomplete because participants did not provide their demographic
48
information or did not complete all the questions in the survey instruments. The
incomplete surveys were not used; hence, a total of 200 surveys were used for the study.
The participants’ demographic variables are as follows: Males 55.0% and Females
45.0%. The age range of the participants are as follows: 18-25% (11.5%), 25 to 35
(36.5%), 35 to 45 (36.0%), 45 to 65 (15.5%), and 65 + (.5%). Tables 1 and 2 contain the
demographic variables.
Table 2.
Participants ’ Gender (N = 200)
Frequency Percent Valid Percent
Male 110 55.0 55.0
Female 90 45.0 45.0
Total 200 100.0 100.0

49
Table 3.
Participants ’Age (N = 200)
Frequency Percent Valid Percent Cumulative Percent
Valid 18-25 23 11.5 11.5 11.5
25-35 73 36.5 36.5 48.0
35-45 72 36.0 36.0 84.0
45-65 31 15.5 15.5 90.5
65+ 1 .3 .5 100.0
Toift! 200 100.0 100.0
Descriptive Statistics of Surv eys
The MLQ instrument was measured using a four point Likert scale. These points
are 0 (not at all), 1 (once in a while), 2 (sometimes), 3 (fairly often), and 4 (frequently, if
not always). The order of items from highest to lowest mean scores is: item 2, build
others respect (Mean = 2.8, SI) ~ 1.05), item 24, keep track of mistakes (Mean= 2.78, SD
=1.08), item 18, go beyond self-interest (Mean = 2.76, SD 1.11), item 13, talk
optimistically (Mean =2.74. SD =1.05), item 12, wait for things to go wrong (Mean =
2.73, SD = 1.03), item 3, fail to interfere (Mean =2.70, SD =1.02), and item 15. spend
time teaching (Mean =2.63, SD =1.11). furthermore, item 21, building others up, had the
highest mean score, while item 15, spending time teaching others, had the lowest mean
score. Since item 21 had the highest mean score, we can conclude that employees
consider items 21 and 15 have the most effect on transformational leadership style in
racially diverse multicultural organization. Table 3 contains the MLQ variables with the
highest and lowest mean scores.

50
The JSS instrument was measured using a six point Likert scale. These points are
1 (disagree very much), 2 (disagree moderately), 3(disagree slightly), 4 (agree slightly), 5
(agree moderately), and 6 (agree very much). The order of items from highest to lowest
mean score are: item 16, work hard due to incompetency (Mean = 4.28, SD = .96), item
17,1 like doing things (Mean = 4.21, SD = .93), item 1 ,1 feel I am paid fairly (Mean =
4.18, SD =.93), item 12, supervisor is unfair (Mean =4.04, SD =.94), item 15, effort for
work seldom (Mean = 4.12, SD =1.03), item 3, my supervisor is competent (Mean =4.02,
SD = 1.12), item 11, good workers are promoted (Mean =3.33), SD = 1.13), item 7 ,1 like
people I work with (Mean = 3.90, SD = 1.11), and item 5 ,1 received recognition for good
work (Mean =2.62, SD = 1.33). Since item 16, work hard due to incompetency, had the
lowest mean score and item 5,1 received recognition for good work, had the lowest mean
score, we can conclude that these two items have the most effect on employees’
satisfaction level in their racially diverse multicultural organization. Table 4 contains the
variables with the highest and lowest mean score.
Table 4.
The Multi-factor Leadership Questionnaire (MLQ) (N = 200)

SURVEY ITEMS N MEAN SD"
1. Provide_others_as5istance 200 2.2950 1.46242
2. Re_examine_assumptions 200 2.4300 2.01878
3. Fail_toJnterfere 200 2.7000 1.02236
4. Focus_attention 200 2.2750 1.46633
5. Avoid_getting_involved 200 2.3100 1.45412
6. Talk_about_values 200 2.6800 1.05507
7. Absent_when_needed 200 2.3600 2.02010
8. Seek_differing_perspective 200 2.2650 1.45097
9. Talk_optimistially 200 2.7400 1.05259
10. lnstil!_pride_in_others 200 2.2250 1.49853
11. Discuss_specific_terms 200 2.2750 1.45256
12. Wait_for_things_to_go_wrong 200 2.7300 1.03073
13. Talk_enthusiastically 200 2.3050 1.48086
14. Specify_the_importance 200 2.2100 1.43043
15. Spend_time_teaching 200 2.6250 1.10929
16. Make_clear_what_to_expect 200 2.2150 1.52657
17. Show_l_am_firm 200 2.2050 1.51142
18. Go_Beyound_self_intrest 200 2.7550 1.10956
51
19. Treat_others_as_individuals 200 2.1800 1.55554

20. Demostrate_problems_can_be_chronic 200 2.2350 1.49026
21. Build_others_respect 200 2.8200 1.05029
22. Concentrate_full_attention 200 2.3700 1.50146
23. Con$ider_moral_and_ethical 200 2.3650 1.47057
24. Keep_track_of_mistakes 200 2.7800 1.08048
25. Display_sense_of_power 200 2.3550 1.51009
26. Articulate_compelling_vislon 200 2.3200 1.49626
27. Valid N (listwise) 200
Table 5.
The Job Satisfaction Survey (JSS) (N - 200)

SURVEY ITEMS N MEAN SD
1. l_feel_l_am._Paid_Fair 200 4.1800 .93379
2. Uttle_Chanee_For_Promotion 200 3.2650 1.08196
3. My_Supervisor_ls_Competent 200 4.0200 1.12066
4. l_am_not_Satisfield_with_Benefit 200 3.2950 1.11544
5. l_received_Recognition_for_Good_Work 200 2.6850 1.33216
6. Rules_and_Prpcedure_make_work_hard 200 2.8700 1.32737
7. l_like_peopleJ_work_With 200 3.8950 1.11363
8. FeelJob_is_M eaningless 200 3.7750 1.11381
9. Communcia|ton_seemed_Good 200 3.8600 1.12102
10. Raises__are_Few 200 3.6850 1.13677
11, GoodjAiorkers_ are_Promoted 200 3.3250 1.12503
12. SupervisorJs_Unfair 200 4.0400 .94491
13. Benefits_are_good 200 3.6800 1.25518
14. Work_ls_Apprecited 200 3.7900 1.27437
15. Effort_for_work_seldom 200 4.1150 1.03301
16. Work_hard_due_.to_incompetnecy 200 4.2800 .96241
17. !_Uke_doing_Things 200 42050 .92588
18. Organzatin _goals_not_daar 200 3.2900 1.08248
19. Valid N (listwise) 200
Research Question One
Is there a statistically significant relationship between transformational leadership
style and job satisfaction of employees in a racially diverse multicultural organization?
The null hypothesis states that there is no statistically significant relationship between
multicultural organization. A Pearson Product Moment Correlation was used to
determine the relationships between the variables. Cohen, Cohen, West, and Aiken
(2002) provided some guidelines on how to determine the relationship between variables:
52
if r is close to 1 (positive linearity), if r is close to -1 (negative linearity), and if r is close
to zero (weak linearity). In regard to this question, the variables are positively linearly
related. The relationship between transformational leadership style is p =. 786, r =0.62,
which was a strong positive relationship that was statistically significant. Further, Cohen
(1988) uses the following scale to determine the strength of an effect size: small (r > .10,
medium r > .30 and large r > .50. The effect size value (r2~ 0. 62) suggested a medium to
large practical significance. Hence, the null hypothesis was rejected. Tables 5 and 6
contain the findings
Table 6.
Descriptive Statistics ( N ~ 200)
Mean SD N
JSS 3.6853 .6X694 200
MLQ 102.4000 41.32796 200

53
Table 7.
Correlations o f JSS and MLQ (N = 200)

JSS MLQ
JSS Pearson Correlation 1 .019
Sig. (2-tailed) .786
N 200 200
MLQ Pearson Correlation .019 I
Sig. (2-tailed) .786
N 200 200
Research Question Two
Is there a statistically significant difference in the transformational leadership
style by gender in a racially diverse multicultural organization? The null hypothesis
states that there is no statistically significant difference in the transformational leadership
style by gender in a racially diverse multicultural organization. A one-way Anova was
used to compared the means. The results suggest that there was a statistically significant
difference in the transformational leadership style by gender in a racially diverse
multicultural organization, F (2, 197) =4.504, p = .012. Thus, the null hypothesis was
rejected. The dependent variable is transformational leadership and the independent
variable is gender. Hence, the results show that 55.0% of males and 45.0% of females
indicated that their organizational leaders govern employees based on how employees
feel about their leaders’ leadership style. Thus, males tend to view their leaders as
utilizing their transformational leadership style in the work environment compared to the
views of their female counterparts. Tables 1, 7, 8, and 9 contain the findings.

54
Table 8.
Descriptive Statistics o f Transformational Leadership Style by Gender (N = 200)

95% Confidence Interval for
Std. Std. Mean
N Mean Deviation Error Lower Bound Upper Bound Minimum Maximum
Male 106 109.2642 38.49782 3.73924 101.8499 116.6784 .00 191.00
Female 90 93.2444 43,16269 4.54975 84.2042 102.2847 26.00 168.00
Total 200 102.4000 41.32796 2.92233 96.6373 108.1627 .00 191.00

Model Fixed Effects 40.61896 2.87219 96.7358 108.0642
Random 7.90132 68.4034 136.3966
Effects
Table 9. Test of Homogeneity of Variances (N = 200)
Test o f Homogeneity o f Variances (N ~ 200)
Levene Statistic dfl dt2 Sig.

1
]
1
|
|
|
)
t-2
UJ
.050
-J
2O
Table 10.
Anova ( N - 200)
Sum o f Squares df Mean Square F Sig.
Between Groups 14861.774 7430.887 4.504 .012
Within Groups 325030.226 197 1649.900
Total 339892.000 199
Research Question Three
Is there a statistically interaction between the demographics variables of age and
gender in a racially diverse multicultural organization? The null hypothesis states that
there is no significant interaction between the demographics variables of age and gender
in a racially diverse multicultural organization. A two-way Anova was used to compare
the means of the variables because the question contained two groups (e.g, age and
55
gender). Kirk (1982) offered a guideline for computing eta squared (r2). These
guidelines are as follows < .02 (small effect), < 13 (medium effect), and <.26 (large
effect).
The results suggest that there was a statistically significant difference in
transformational leadership style by age in a racially diverse multicultural organization (F
the variance of the group means, and p, which means the probability of obtaining a result,
are stated as follows): F (4, 189) = .508, p = . 730, thus the null hypothesis was retained,
The results also suggest that there was no statistically significant difference between
organization, F (2, 189) = 2.684, p = .071, thus, the null hypothesis was retained.
Further, the results suggest that there was no significant interaction between age and
gender, F (4, 189) = .865, p = .486, thus, the null hypothesis was retained. Table 10
contains the findings.
Table 11.
Tests o f Between-Subjects Groups ( N -200)
Source Type 111 Sum o f Squares df Mean Square F Sig.
Corrected Model 25065.838“ 10 2506.584 1.505 .140
Intercept 314937.262 1 314937.262 189.067 .000
AGE 3384.772 4 846.193 .508 .730
GENDER 8942.670 2 4471.335 2.684 .071
AGE * GENDER 5762,024 4 1440.506 .865 .486
Error 314826.162 189 1665.747
Total 2437044.000 200
Corrected Total 339892.000 199
Note. a. R Squared = .074 (Adjusted R Squared “ .025)

56
Summary
This dissertation uses statistical evidence to determine if there were relationships
diverse multicultural organization. A total of 200 participants completed two surveys
that were used for this study. These surveys were the Multi Factor Leadership
Questionnaire (MLQ) short form and the Job Satisfaction Scale (JSS). The research
questions were analyzed using Pearson Product Moment Correlation coefficient, a one
way ANOVA, and a two-way ANOVA. Chapter Five contains discussions of the
findings.
57
CHAPTER FIVE: DISCUSSIONS, IMPLICATIONS,
AND RECOMMENDATIONS
Chapter One mentions the problem, background information, and the purpose of
the dissertation, which was twofold. First, this study sought to determine the relationship
diverse multicultural organization. Second, this study sought to determine if differences
in transformational leadership style are linked to age and gender. The problem being
addressed in this dissertation was that there was little research on transformational
leadership style and its influences on multicultural employees’ job satisfaction level.
The theoretical framework used in this study is the Frederick Herzberg motivational
theory, The theory contains hygiene and motivator factors (Herzberg, 2009). The
hygiene factors are elements in a work environment that can lead to dissatisfaction and
the motivator factors are elements that can lead to satisfaction within a work
environment.
The research questions and hypotheses were stated along with definitions of the
key terms that were used. The research questions asked: Is there a statistically significant
relationship between transformational leadership style and job satisfaction of employees
in a racially diverse multicultural organization? Is there a statistically significant
difference in the transformational leadership style by gender in a r a c i a l l y diverse
multicultural organization? and Is there a statistically significant difference between
organization? Limitations, delimitations, and the importance of the research were
discussed as well.
58
Chapter Two provided information on the historical overview of leadership,
leadership perspectives, leadership styles, gender and leadership, multicultural
organizations, and job satisfaction. The idea of leadership was characterized as the great
man theory and led to trait theories of leadership (Bass, 1990; Komives et al., 2007).
Other researchers considered the great man theory to be incompatible with current
science (Bass, 1990; Northouse, 2011; Komives et al., 2007). Research shows that the
perception or meaning of male and female leaders is not equal considering that males are
considered to be more athletic than females (Claringbould & Knoppers, 2012).
Chapter Three mentions the research questions and hypotheses and the research
designed implemented. A quantitative research approach was used to gather data. The
design was chosen because it allows for the use of statistics and surveys to determine if
relationships and differences exist between variables (Hoe & Hoare, 2012). This chapter
also mentions how participants were chosen for the study. A total of 200 participants
were selected from a racially diverse multicultural organization from the state of Georgia.
The participants were employees who worked with leaders who possess transformation
leadership style. The instruments implemented in this study were the Multi Factor
Leadership Questionnaire (MLQ) and the Job Satisfaction Scale (JSS). The research
questions were analyzed using Pearson Product Moment Correlation coefficient, a one
way ANOVA, and a two-way ANOVA.
Chapter Four reports the findings of the dissertation. The results for first research
question one shows that the relationship between transformational leadership style and
job satisfaction was strong and positive statistically significant. The results for the
second research question suggest that there was a statistically significant difference in the
59
organization. The results for the third research question suggest that there was a
statistically significant difference between transformational leadership styles by age in a
racially diverse multicultural organization, that there was no statistically significant
difference between transformational leadership style by gender in a racially diverse
multicultural organization, and that there was no significant interaction between age and
gender.
Discussions
Research Question One
The first research question asked: Is there a statistically significant relationship
diverse multicultural organization? The results suggest that the relationship between
transformational leadership style and job satisfaction was strong and was statistically
significant. This finding is consistent with Ertureten et al.’s (2013) study that shows that
the manner in which management responds to employees in the work environment can
affect their satisfaction level with the organization. A possible reason for this consistent
finding is due to the fact that the researcher of the current study controls for
transformational leadership style and job satisfaction. Ertureten et al.’s (2013) study
controls for leadership styles and mobbing. While the two studies control for different
variables, their objectives focus on how employees fair in different work environments
based on their management leadership styles.
The results are also congruent with Ruggieri and Abbate’s (2013) study, which
shows that the transformational leadership style increases employees’ communication in

60
work environments. Ruggieri and Abbate (2013) research controls for different types of
leadership style, team identification, and self-sacrifice. Because transformational
leadership is focused on identifying change and creating a plan to improve the change for
good, employees are able to recognize positive change in their work environment and
work together. Thahier, Ridjal, and Risani (2014) stated that high work involvement in
work environments is a result of providing employees with the opportunity to participate
in issues that relates to the improvement of an organization. For instance, “the
determination of work objectives and solving performance problems could increase
employees work performance and satisfaction” (Thahier et al., 2014, p. 122).
Research Question Two
The second research question asked: Is there a statistically significant difference
in the transformational leadership style by gender in a racially diverse multicultural
organization? The results suggest that there was a statistically significant difference in
the transformational leadership style by gender in a racially diverse multicultural
organization. The findings are inconsistent with Odeiunde’s (2013) study which shows
that gender does not affect how leaders with transformational leadership style govern
employees. A possible reason for these inconsistent findings could be that Odetunde’s
(2013) study controls for transformational and transactional leadership styles, conflict
management behavior, and gender. The put! of participants in the aforementioned study
was also different and was not culturally diverse.
Nevertheless, Poulson, Smith, Hood, Arthur, and Bazemore’s (2011) study shows
that women value the exchange between leaders and employees more than men. The
researchers did not merely indicate that one gender values exchange more than another,
61
but that women have stronger feelings regarding exchange between employees and
leaders within an organization. The participants used in the aforementioned study were
students, and as a result, they may not have gained enough experiences that would enable
them to draw reasonable conclusions on how male and female employees or leaders
respond to leadership styles in organizations. Furthermore, White and Ozkanli’s (2011)
study on how transformational leaders are viewed by different genders in different
nations suggest that “in Turkey the perceptions of leadership reflect a tendency towards a
masculine transactional model, while in Australia they have moved away from a model of
heroic masculinity to a more inclusive leadership styles, consistent with a
transformational leadership model” (p. 13). While different genders have different
perceptions about leadership styles, the social climate of organizational environments can
also influence the perceptions of males and females about the effect of different
leadership styles on their work performances.
Research Question Three
The third research question asked: Is there a statistically significant difference in
organization? The results suggest that there was a statistically significant difference in
organization, and that there was no significant interaction between age and gender. The
findings are inconsistent with Mullen, Kelloway, and Teed’s (2011) study which shows
that age does influence workers perception of safety measures and the influence of
transformational leadership style in their work environments. The researchers also
indicated that the effect o f safety “were stronger for the young workers than for the older
62
sample. These findings suggest that, although safety leadership style is important for all
workers, the role of the leader in promoting safety is particularly salient for young
workers” (p. 50). A reason for these incongruent findings is due to the fact that the
aforementioned study control for safety measures and transformational leadership style.
The researchers also used university students as participants rather than employees in
diverse work environments.
While different age groups have different perceptions regarding safety in their
work environments, the younger generation tends to consider safety in their work
environment to be more significant. Garcia-Retamero (2013) study suggests that young
people are interested in making decisions that affect them in one way or the other rather
than leaving the decisions for their leaders. A possible reason for these incontinent
findings could be due to the fact that the participants used in the study were young.
Another possible reason could be that the participants pull was not diverse. The result
also supports the motivational theory. People with different gender and in different age
groups understand information differently. A younger employee may feel he or she
would receive the promotion needed to become a supervisor or director. On the other
hand, an older employee may feel that he or she has been working too long for an
organization and as a result, may not receive the desired promotion. Hence, lack of
recognition of work within a work environment can lead to dissatisfaction of work
responsibilities.
Implications for Practice
The results suggest that there is a link between transformation leaderships style
and job satisfaction level of multicultural teams. This section recommends three areas of
63
implication for practice would be valuable. First, considering that people with different
age groups think differently, leaders should keep in mind that one size leadership
approach may not work for all employees. Because each employee understands
information differently, leaders need to have a general idea of what different age groups
consider most important in the work environment. For instance, when communicating
with multicultural teams, leaders should be clear as much as possible about an issue or
point when communicating with younger and older employees. There may be need for
leaders to repeat themselves a few times or explain what is meant by a statement or an
idea.
Second, because multicultural teams are different in the manner in which they
communicate with others, they can easily get confused about information that is
communicated to them based on their gender. Therefore, leaders should understand
possible cultural conflicts that may result in misunderstandings of information within a
diverse work environment. For instance, using phrases such as love you. you look pretty,
might seemed confusing to diverse groups, especially if both parties are of different
gender. Keeping in mind that less talk is important would enabling leaders of diverse
groups to better understand their team and how their gender differences influence their
values and differences in their work environments.
Third, sometimes multicultural teams find it difficult to trust others who have
different cultural values from them. As a result, they may not feel comfortable sharing
ideas. Leaders of diverse groups should build trust within their work environment. They
should not communicate messages that suggest that the team cannot come to them for
advices, suggestions, or ideas that could improve the organization as a whole. Rather,
64
leaders should make the team feel that even though they are different culturally, they all
have the same goal, which is to improve the betterment of the organization.
Recommendations for Implementations
This dissertation recommends three areas in which future research will be
valuable. First, researchers should consider how specific ethnic groups perceive their
management transformational leadership style within their work environments.
Researchers can accomplish this by conducting a qualitative research approach whereby
they can interview employees from specific ethnic group (e. g African Americans,
Caucasians or Asians). Placing participants in focus groups would also provide them
with the opportunity to share their feelings about their management leadership style.
Second, researchers can conduct a mixed method research approach in which they
can interview leaders with the transformational leader style to determine how they
respond to diverse work groups. Leaders should also be presented with questionnaires to
see if they have similar feelings about diverse groups. The data collected through the
quantitative inquiry (the surveys) should be used to corroborate the findings from the
qualitative inquiry (the interviews). By interviewing leaders with the transformational
leadership styles, researchers would be able to gain an in-depth understanding of
management’s true feelings about managing multicultural teams.
In addition, a phenomenology study would assist researchers in determining how
leaders with different leadership styles govern diverse employees in their natural work
environments. Researchers can achieve this by observing leaders and employees in their
natural work environment and others to understand their perceptions and emotions
through a systematic reflection. Employees and leaders can be understood through the
65
unique ways they reflect in their work environment. Analyzing leaders and employees’
behaviors can provide researchers with a greater understanding of nature and how it
relates to different leadership styles and multicultural employees. Future research should
investigate if management uses multiple leadership styles to manage diverse work
groups. Researchers can achieve this by observing how leaders manage diverse work
groups. As researchers observe leaders with different leadership styles, they should also
consider how the groups respond to leaders. At the end of the observation, researchers
would be able to determine which leadership style diverse groups consider to be
encouraging and motivating.
Third, researchers may conduct a comparative study that compares diverse groups
in rural and urban regions to determine if they respond similarly to leaders with different
leadership styles. During the comparative study, researchers may prefer a quantitative
analysis because it would enable them to acquire a large number of data at a time on
different groups. Using a comparative research analysis would enable researchers to also
determine if rural and urban employees and leaders view the leadership skills of their
employers in like manner. The goal is to determine if both groups have differences. The
differences will become the focal point and researchers would need to determine why the
differences exist and the underlying structure that results in the difference between rural
and urban employees’ perceptions about leadership styles.
Conclusions
Understanding a multicultural teamwork environment can enable leaders of
organizations to better lead them. Considering that multicultural groups understand
information differently, leaders of organizations should invest in cultural training

programs and workshops that would improve their leadership skills and how to apply
their skills in diverse work environments. The findings suggest that the relationship
between transformational leadership style and job satisfaction was strong and was
statistically significant. The results also suggest that there was a statistically significant
difference in the transformational leadership style by gender in a racially diverse
multicultural organization.
Furthermore, the results suggest that there was no statistically significant
difference between transformational leadership styles by age in a racially diverse
multicultural organization, that there was no statistically significant difference between
transformational leadership styles by gender in a racially diverse multicultural
organization, and that there was no significant interaction between age and gender. The
exploration of the motivational theory allows for a greater understanding of multicultural
teams’ perception about their leaders’ leadership styles. Further studies are needed to
explore how to control for educational level, cultural team, and job satisfaction. The
results from this dissertation have significance for both leaders of organizations as well as
communities and academia.

67
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77
APPENDIX A
Letter of Informed Consent (Permission to use Organization as a Research Cite)
Argosy University Atlanta Campus
M aylst, 2015
Dear Colleague,
I am currently enrolled as a graduate student at Argosy University. As part of a
requirement for my doctoral degree, I am conducting a research project entitled the effect
of transformational leadership style on job satisfaction in a racially diverse multicultural
organization. The purpose of the research is to examine the relationships between
multicultural organization. This project will begin on Junel, 2015 and end on June 31,
2015. The project will involve responding to the Job Satisfaction Survey (JSS) and the
Multi Factor Leadership Questionnaire (MLQ).
This study contributes to the business field because professionals in the field of
business can use the information to improve how potential employees are screen in
regard to their ethical background and work experiences. Thus, professionals may be
able to use the information to determine how to communicate with employees in a
racially diverse organization and how to ensure that such employees do not feel deprived
of opportunities that can lead to promotion in their work environment. Furthermore,
leaders of organizations might be able to use this information to create policies and
procedures that would enable them to maintain a racially diverse group.
Your participation in this project is voluntary. You will not be penalized or
lose any benefits to which you are otherwise entitled if you decide that you will not
participate in this research project. You may discontinue participation at any time
without penalty or loss of benefits. You have the right to inspect the instruments or
materials related to the proposal. Your request will be honored within a reasonable
period after the request is received.
Afshin Parvaneh Dr. Archie Addo, Chair Dr. Murray Bradfield
Doctoral Candidate Argosy Univ. --Atlanta Argosy Univ. -Atlanta
678-386-1669 404-933-6441 770-407-1052
Afshin_Parvaneh@yahoo.com aaddo@southuniversity.edu mbradfield@argosy.edu
78
APPENDIX B
Letter of Informed Consent (Multi Factor Leadership Questionnaire)
May 1st ,2015

Dear Colleague,
organization. The purpose of the research is examine the relationships between
multicultural organization. This project will begin on June 1,2015 and end on June 31,
2015. The project will involve responding to the Multi Factor Leadership Questionnaire
(MLQ).
leaders o f organizations might be able to use this information to create policies and
Your participation in this project is voluntary. You will not be penalized or lose
any benefits to which you are otherwise entitled if you decide that you will not participate
in this research project. You may discontinue participation at any time without penalty or
loss of benefits. You have the right to inspect the instruments or materials related to the
proposal. Your request will be honored within a reasonable period after the request is
received.
Doctoral Candidate Argosy Univ. -Atlanta Argosy Univ. -Atlanta
678-386-1669 404-933-6441 770-407-1052
79
APPENDIX C
Letter of Informed Consent (Job Satisfaction Survey)
May 1st, 2015

organization. The purpose of the research is examine the relationships between
multicultural organization. This project will begin on June 1,2015 and end on June 31,
2015. The project will involve responding to the Job Satisfaction Survey (JSS).
leaders of organizations might be able to use this information to create policies and
Your participation in this project is voluntary. You will not be penalized or
lose any benefits to which you are otherwise entitled if you decide that you will not
participate in this research project. You may discontinue participation at any time
without penalty or loss of benefits. You have the right to inspect the instruments or
materials related to the proposal. Your request will be honored within a reasonable
period after the request is received.
Doctoral Candidate Argosy Univ. -Atlanta Argosy Univ. -Atlanta
678-386-1669 404-933-6441 770-407-1052
80
APPENDIX D
Multi Factor Leadership Questionnaire Cover Letter
May 1st, 2015

Dear Colleague:
My name is Afshin Parvaneh and 1 am a graduate student in the business
department at Argosy University, Atlanta. The purpose of this letter is to invite you to
participate in this research. The survey contains an identification number that will be
used instead of your name for confidentiality purposes. The information gained from this
survey will only be reported as group data and your name will not be identified with your
response. The project will involve responding to the Multi Factor Leadership
Questionnaire (MLQ). The MLQ instrument will be utilized by the researcher to measure
transformational leadership style. The surveys will take approximately 10-25 minutes of
your time, and your completion of the survey is voluntary. For information regarding
your rights as a research participant, please contact the chair of the Institutional Review
Board at Argosy University at 770-407-1052 or email him at mbradfield@argosy.edu.
If you have any questions regarding the survey, please contact me at
Afshin Parvaneh@yahoo.com or 678-386-1669.
Sincerely,
Afshin Parvaneh
81
APPENDIX E
Job Satisfaction Survey Cover Letter
May 1st, 2015
Dear Colleague:
My name is Afshin Parvaneh, and I am a graduate student in the business
department at Argosy University Atlanta. The purpose of this letter is to invite you to
participate in this research. The survey contains an identification number that will be used
instead of your name for confidentiality purposes. The information gained from this
survey will only be reported as group data and your name will not be identified with your
response. The project will involve responding to the Job Satisfaction Scale (JSS)
instrument. The JSS instrument will be utilized by the researcher to measure employees’
job satisfaction with their organization’s IS. The survey will take approximately 10-25
minutes of your time, and your completion of the survey is voluntary. For information
regarding your rights as a research participant, please contact the chair of the Institutional
Review Board at Argosy University at 770-407-1052 or email him at
mbradfield@argosy.edu.
If you have any questions regarding the survey, please contact Afshin Parvaneh
at 678-386-1669 or email at Afshin_Parvaneh@yahoo.com.
Sincerely,
Afshin Parvaneh
82
APPENDIX F
Instructions for completing the Multi Factor Leadership Questionnaire

Dear Participant,
Please complete the MLQ instrument. Your survey will be assigned a number
upon receipt. The questions in the survey are in a form of a likert scale. Please circle the
appropriate number to indicate the level of your agreement or disagreement with the statements
on the survey on a scale of 1 to 7 from "Strongly Agree," "Neutral," and "Strongly
Disagree."
Thanks,
Afshin Parvaneh
83
APPENDIX C
Instructions for completing the Job Satisfaction Survey (JSS) Instrument

Dear Participant,
Please complete the JSS instrument. Your survey will be assigned a number upon
receipt. The questions in the survey are in a form of a likert scale. Please circle the
appropriate number to indicate the level of your agreement or disagreement with the
following statements on a scale of I to 6, where 1 = disagree very much, 2 = disagree
moderately, 3 = disagree slightly, 4 ~ Agree slightly, 5 = agree moderately, and 6 =
Agree very much. Please respond to the questions on the instrument to the best of your
ability.
Thanks,
Afshin Parvaneh
84
APPENDIX H
Demographic Questionnaire
1. Gender (circle one): Male Female
2. Age Group (circle one):
■ 18-25
• 25-35
■ 35-45
■ 45-65
3. Educational Level (circle one):
■ High School
■ College - Undergraduate:
■ College - Graduate / Masters classes
■ Doctorate or terminal degree classes

Transformation Leadership in Multicultural Organizations

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TRANSFORMATIONAL LEADERSHIP STYLE IN MULTICULTURAL

Doctoral Dissertation Research

Submitted to the Graduate Faculty of

Argosy University, Atlanta Campus

of the Requirement for the Degree of

Doctor of Business Administration

All rights reserved

INFORMATION TO ALL USERS

Published by ProQuest LLC(2016). Copyright of the Dissertation is held by the Author.

All rights reserved.

All rights reserved

Doctoral Dissertation Research

Doctor of Business Administration

Dissertation Committee Approval:

Archie Addo, Ph.D., Dissertation Chair Date

Leadership Questionnaire (MLQ; Appendix 0 ) to address possible relationships between

transformational leadership style and job satisfaction of employees in a racially diverse

Product Moment Correlation coefficient: a one-way ANOVA and a two-way ANOVA to

statistically significant between transformational leadership style and job satisfaction.

transformational leadership style by gender in a racially diverse multicultural

difference in transformational leadership style by age in a racially diverse multicultural

organization, that there was no statistically significant difference in transformational

was no significant interaction between age and gender.

my proposal and my final defense successfully. He assisted me by going through the

to explore my chosen research topic from a desired perspective.

CHAPTER ONE: INTRODUCTION......................................................................................1

CHAPTER TWO: LITERATURE REVIEW....................................................................... 12

CHAPTER THREE: METHODOLOGY.............................................................................40

CHAPTER FOUR: RESULTS AND FINDINGS............................................................... 47

CHAPTER FIVE: DISCUSSIONS, IMPLICATIONS,......................................................57

Table 1. Keller’s ARCS Model........................................................................................... 35

Table 2. Participants’ Gender (N = 200)............................................................................ 48

Table 3. Participants’ Age (N = 200)..................................................................................49

Table 4. The Multi-factor Leadership Questionnaire (MLQ)(N = 200).......................... 50

Table 5. The Job Satisfaction Survey (JSS) (N = 200)......................................................51

Table 6. Descriptive Statistics (N = 200)............................................................................52

Table 7. Correlations of JSS and MLQ (N = 200)............................................................. 53

Table 8. Descriptive Statistics of Transformational Leadership Style by Gender (N =

Table 9. Test of Homogeneity of Variances (N = 200)......................................................54

Table 10. Anova (N = 200)..................................................................................................54

Table 11. Tests of Between-Subjects Groups(N = 200).....................................................55

Appendix A. Letter of Informed Consent...........................................................................77

Appendix B. Letter of Informed Consent (Multi Factor Leadership Questionnaire) 79

Appendix C. Letter of Informed Consent (Job Satisfaction Survey)................................81

Appendix D. Multi Factor Leadership Questionnaire Cover Letter.................................83

Appendix E. Job Satisfaction Survey Cover Letter............................................................ 84

Appendix F. Instructions for Completing the Multi Factor Leadership Questionnaire... 85

Appendix H. Demographic Questionnaire...........................................................................87

CHAPTER ONE: INTRODUCTION

Working in diverse work environments has been a concern for researchers.

Researchers have investigated how leaders of organizations can effectively lead a

leadership and followers in different workplaces, it is important to know that employees

spend most of their time at work (Westover, 2011).

Lack of understanding the influence of a leadership style on a multicultural

to low job satisfaction. A leader with a transformational leadership style is inspired by

available research on transformational leadership style and job satisfaction in

multicultural organizations (e.g., Tomovska-Misoska, Stefanovska-Petkovska, Ralev, &

transformational leadership style and job satisfaction of employees in a racially diverse

Leadership can be defined as a social influence someone exerts on others in order

to accomplish a common objective (Kruse, 2013). The leader-follower relationship and

analysis on the subject of leader-follower relationships (Klein & House, 1995).

employees’ position in an organization’s hierarchy. Successful leaders influence their

Bhatia, 2004). Thomas and Velthouse (1990) mentioned that psychological

empowerment involves cognitions in terms of competence, results, and self-