[雙語(yǔ)翻譯]工作滿意度外文翻譯--變革型領(lǐng)導(dǎo)風(fēng)格對(duì)工作滿意度的影響

1、3900 英文單詞， 英文單詞，2.4 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 7000 字文獻(xiàn)出處： 文獻(xiàn)出處：Long, Choi Sang, et al. “The impact of transformational leadership style on job satisfaction.“ World Applied Sciences Journal 29.1 (2014): 117-124.The Impact of Tran

2、sformational Leadership Style on Job SatisfactionChoi Sang Long, Wan Mardhia M. Yusof, Tan Owee Kowang and Low Hock HengAbstract The purpose of this study is to examine the relationship between transformational leadersh

3、ip style and employee job satisfaction. Attaining employees’ job satisfaction is crucial to retain productive and efficient employees. Therefore, one of the ways that may be effective help managers in increasing the sati

4、sfaction among their followers is employing the right leadership style. An effective leader is one that command respect and trust by their followers. Four transformational leadership characteristics which are idealized i

5、nfluence, inspiration motivation, intellectual stimulation and individualized consideration are discussed. Transformational leaders perform in behavior that permits them to dole out as act models for their followers. The

6、y act in manners that inspire and stimulate those concerning them by bestowing challenge and meaning to their followers’ work. They need to rouse their followers’ efforts and wage distinct attention to every single indiv

7、idual follower’s needs for development. Base on literature review, most previous studies confirmed that these characteristics are significantly related to employees job satisfaction. An empirical study was conducted in a

8、 Government Linked Company in Malaysia. 378 employees from 6 different departments are invited to be the respondents of this research. The number of completed surveys which were returned to the researcher was 255. T

9、his represents a return rate of 67.46%. The findings show that only one of the four transformational leadership characteristics are found to have significant relationship with job satisfaction. Characteristic of individu

10、alized consideration are found to be contributed most in job satisfaction.Keywords: Transformational leadership; Followers; Leadership styles; Job satisfaction; Relationship INTRODUCTIONChoices, competing sets of values

11、 and priorities are the leaders’ dilemmas. Usually leaders recognize and counter the dilemmas with an obligation to doing what is right. Thompson (2011) stated sometimes even the right action seems clear; to do what is r

12、ight takes great moral courage. Although the leaders face lack simple black-and- white answers challenges. No matter what the case happened, to become a good model for an organization, leaders must set a moral example to

13、 others [1].However, according to Howell and Costley [2], several current leadership issues do not demonstrate good leaders. Some of these issues include leader’s diversity, fairness and ethics, leader development and ch

14、ange and transformational leadership. There is a hidden assumption that both parties will perform fairly and morally when leaders communicate with followers in order to attain goals. Trust is needed for both mutual coope

15、ration and this is imperative in order for them to trust one another. These recent years focused more on the unethical behaviour by high-level leaders in large organizations.Kouzes and Posner [3] reveal that unethical le

16、aders often benefit themselves and cause harm others that obstacles will be overcome” [10].Inspirational Motivation (IM): Bass et al. [11] trusted transformational leaders act in manners that inspire and stimulate those

17、concerning them by bestowing challenge and meaning to their followers’ work. Team spirit is instilled. Eagerness and positive thoughts are displayed. Leaders become followers encompassed in envisioning appealing upcoming

18、 states; they craft clearly communicated expectations that followers desire to encounter and additionally clarify commitment to aims and the shared vision. An example MLQ item for IM is “The leader articulates a compelli

19、ng vision of the future” [10].Literally, idealized influence leadership and inspirational motivational is a joined solitary factor of charismatic-inspirational leadership. The charismatic- inspirational factor is compara

20、ble to the behaviours delineated in charismatic leadership theory [11].Intellectual Stimulation (IS): To be innovative and creative by questioning assumptions, reframing setbacks and approaching aged situations in new wa

21、ys, transformational leaders need to rouse their followers’ efforts. There is no area criticism of individual members’ mistakes and creativity is inspired. New thoughts and creative setback resolutions are solicited from

22、 followers, who are encompassed in the procedure of addressing setbacks and discovering solutions. Followers are inspired to endeavours new ways and their thoughts are not disapproved because they differ from the leaders

23、’ ideas. An example item from the MLQ that embodies intellectual stimulation is “The leader gets others to gaze at setbacks from countless disparate angles” [10].Individualized Consideration (IC): Transformational leader

24、s wage distinct attention to every single individual follower’s needs for attainment and development by assuming the responsibility of a coach or mentor. Followers and colleagues are industrialized to progressivelyattain

25、higher levels of potential. Individualized consideration is implemented after newly discovered opportunities are crafted alongside a supportive climate. The leader’s actions show agreement of individual differences. For

26、instance, few employees accord extra motivation, some extra autonomy, others firmer standards and yet others extra task construction [11].A two-way communication is inspired and “management by walking around” workspaces

27、are practiced. Communication alongside followers are personalized, for example, the leader remembers preceding conversations, is cognizant of individual concerns and sees the individual as a person rather than just an em

28、ployee. The individually thoughtful leader listens effectively. The leader divides tasks as a way to develop followers. Divided tasks are monitored to discern if the followers demand supplementary direction or prop and t

29、o assess progress. If possible, followers do not sense they are being checked on. An example MLQ item from the individualized consideration scale is “The leader spends period teaching and coaching” [10].Relationship Betw

30、een Transformational Leadership Style and Job satisfaction: A review of relevant literature reveals various relationships theorists have generated from their own researches of transformational leadership style and job sa

31、tisfaction. Based on Bodla and Nawaz [12] in their study, focused in elaborating the transformational leadership concept and determining its relationship with satisfaction whether leaders are satisfied from their style.

32、The population of the study is the faculty members in higher education institutes and universities. The data were collected by administering Multifactor Leadership Questionnaire (MLQ) to 265 faculty members in all. From

33、the result, the study found a significant and positive relationship between leadership style and satisfaction. In addition, the researchers advised for policy implication that leaders must also agree with the opinion of