Assessment of leadership styles of not for profit making organizations and their impact on job satisfaction

Abstract

The study aimed at assessing the leadership styles of not for profit making organizations and their impact on job satisfaction. The specific objectives included: establishing the relationship between transformational leadership and job satisfaction of not for profit making organizations, and establishing the relationship between transactional leadership and job satisfaction of not for profit making organization. The study followed a cross-sectional survey design, where the quantitative approach was used. The study population included 72 employees from 12 not for profit making organizations located in Ntinda. These were randomly selected for the study using Simple Random Sampling. Questionnaires were used to collect primary data. Quantitative data analysis was used. Analysis was done at three levels namely: univariate analysis, bivariate analysis and the multivariate analysis. Findings revealed that there is a statistically positive significant relationship between transformational leader and job satisfaction. On the other hand, the study revealed a statistically significant negative relationship between transactional leadership and job satisfaction. This implies that an increase in transactional leaderships would actually have a negative impact towards job satisfaction of the employees. Thus, the study concluded that employees find transformational leadership style more appealing towards job satisfaction as opposed to the transactional leadership style.