The impact of transformational and transactional leadership and subordinates'job satisfaction, organizational commitment on team effectiveness

Abstract

The purpose of this study is to explore the role of transformational and transactional leadershipstyles on team effectiveness and subordinates’ job satisfaction perceived by their leaders’ behavior. The subjects are the employees from 13 autonomous universities in Thailand. The full range leadership model is applied as a theoretical framework. The instrument used to collect data is The Multi Leadership Questionnaires (MLQ-5X), Job Satisfactions Survey (JSS), Organization Commitment Questionnaire, and Team Effectiveness Survey (TES). The structural equation model (SEM) is the statistical technique applied to figure out the result of the framework. The result indicates that both transformational and transactional leadership behaviors have direct and indirect effect on subordinates’ job satisfaction, organizational commitment, and have consequent impact on team effectiveness. Transformational leadership has stronger impact on team effectiveness and transactional leadership has stronger impact on contingent rewards and management by exception (active). For implementation, leaders in changing circumstance organization as autonomous university need to adopt both leadership styles that encourage subordinates for overall organizational effectiveness beyond expectations. The further research should be conducted by focusing more on team performance, team empowerment and trustworthy.