Leadership Styles and Emplyees Job Satisfaction

I have indicated supervisor bias during performance appraisal, leading to organizational inefficiencies and impacting employee morale.
It is not surprising then that some companies are scrapping their annual appraisals process, and evolving towards a continuous feedback approach.

Leadership plays an essential role in any organisation because it affects not only the performance of members and/or employees but as well as the functioning of the organisation as a whole. The field of leadership research has developed various theories in the search for the most effective form of leadership that organisations should adopt. As such, this paper analyses key theories of leadership and puts them into organisational and in human life contexts. To do so, the behaviours of two leaders were analysed and key lessons learned from the analysis were revealed in this paper.

Hiring decisions can be risky. How much can employers save by better understanding the motivations and objectives of each applicant?  How much time and expertise should be invested in getting to know each applicant? Will such efforts raise the return on investment?  What are the shortcomings and deficits of the criteria to evaluate, compare and rank applicants?  How do they need to get changed to reflect the shift in the relative order of job skills between employees when the composition of the team (total of all employees) changes by hiring, firing or replacing?  A job description combines tasks and steps to a random set of job responsibilities.  But could there be better ways to bundle tasks together and to look for the most qualified applicant for this particular arbitrarily defined task bundle?  Could the employer benefit from regrouping all small tasks, which a company must perform, by changing which and how many small job tasks will be bundled together in different job descriptions?  And if so, how can reassigning each little tasks from different jobs to the most suitable employee (task-centered approach) instead of looking for the most qualified applicant for a particular job (job-centered approach) help in improving productivity and profitability?  How and why will the new task-centered approach help to increase the workforce diversity more than the job-centered approach?  How can reassigning tasks help disabled and handicapped lacking essential job functions to get hired anyways?  How can employers benefit from not only looking for the most qualified applicant for any particular job (i.e. arbitrarily bundle of tasks and steps) Why does the task-centered based hiring decision benefit employees, employees, applicants and disabled job-seekers more than job-centered based hiring decisions?  What are the benefits to seek the best employee for each task (task-centered) instead of the most qualified applicant for a particular job?  How can employers benefit from a paradigm shift replacing the job-centered with the task-centered hiring perspective?  How can the multi-dimensional effects, which different combinations of employees (i.e. teams) on the overall productivity and profitability be measured?  How much welfare and unemployment benefits could be saved if employers were aware of the additional benefits when making task or employee based hiring decisions instead of exclusively looking for the most qualified applicant?  How can reassigning job-tasks to different employees help applicants to become the most qualified job-seeker despite lacking essential job functions?  How could employers be convinced that they'd benefit most from reassigning tasks from different jobs to the employee most qualified for a particular task instead of only looking for the best applicant for a particular job consisting of an arbitrary bundle of tasks?

Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness by followership’s maintenance through appropriate expansion and contraction of relations and task behavioural orientation simultaneously, arrive at optimally balanced leadership equilibrium. This study aimed to explain leadership elasticity in achieving leadership equilibrium through relations and task behaviour orientating style-flex by assimilating the followership variables of task, timing, people, and trust. The study suggest both relations and task behavioural orientation is essential for a leader to bring about organizational effectiveness and social harmony. Moreover, Leadership elasticity expanding toward relations-oriented enabled less elasticity, while, expansion toward task-oriented behaviour enabled high elasticity. Leadership contextual intelligence and contextual experiences are both essential in identifying the variations in the contextual settings. This enables appropriate leadership approach of style-flex through the leadership behavioural orientations towards timing, trusting, tasking and people. The variations in the degree of elasticity can cause disturbances by frequent behavioural changes in an attempt to fit in the situation. This multi attempt behavioural changes can be the major cause of style-drift.

Keywords :Leadership Elasticity; Leadership readiness; leadership behavioural pattern; relations and Task-oriented behaviour; leadership appropriateness; leadership flexibility; leadership style-flex; leadership style-fix; Leadership style-drift; leadership multi-style flex

The job satisfaction of Teachers' play a very important role in self-attitudes and build a strong educational system in any nation. The present study an attempt has been made by the investigators to assess the level of Job Satisfaction of female school teachers working in numerous kinds of Government Aided secondary and higher secondary schools in West Bengal concerning some personal and socio-demographic variables. Researchers randomly selected 250 working female assistant teachers from 16 Government Aided secondary and higher secondary schools under the affiliation West Bengal Board of Secondary & West Bengal Council of Higher Secondary Education in West Bengal. The investigators have developed a self-made questionnaire followed by Likert's five-point scale i.e. Strongly Agree (S.A), Agree (A), Neutral (N), Disagree (D) and Strongly Disagree (S.D). The main objective of the present study that the researcher analyses the satisfactory job level with the help of 17 appropriate research questions of female school Teachers from different Government Aided secondary and higher secondary schools in North 24 Parganas district, West Bengal, India. For the analysis of data Mean, S.D. and t-test has been utilized by the investigators in the present study. The investigator chooses various factors to measure the level of Job Satisfaction of Female School Teachers based on the five-dimensions factor that are Gender variation, Salary & Bonus, Institutional Environment, Adjustment & Cooperation with Colleagues and Attitude towards Teaching. The data were analyzed using both descriptive and as well as inferential statistics and methodology of the study is a mixed type involving interpretative, analytical study of documents, interview, survey questionnaire, observation and study both primary & secondary sources, like books, university news, expert opinion, articles, journals, thesis and websites etc. Finally, meaningful suggestions are offered.

— Background: This study focused on the evidence-based research investigating the correlations between the job characteristics, work stress and job satisfaction of the pharmacists serving in the hospitals and the community pharmacies. Methods: The subjects were mainly drawn from pharmacists who served in regional hospitals and community pharmacies in Taiwan, the total valid questionnaires were 190 copies. Regression analysis was adopted for inferential statistics to investigate the correlation between the job characteristics, work stress and job satisfaction of the pharmacists who served in community pharmacies. Results: We concluded that four factors significantly affected job satisfaction of the pharmacists in the community pharmacies (p <0.01); in the meantime, the educational background and job characteristics markedly affected job satisfaction of the pharmacists in the hospital pharmacy (p <0.01). Conclusion: Our study results can be the references for relevant entities during the management of human resources in order to provide a reasonable working environment to the pharmacists.