Description of the Population and Sample
The sample size of this study was made up of 146 teaching employees of selected colleges in King Khalid University. Three colleges were randomly selected among the entire colleges in King Khalid University to participate in the research study from the database and the recruited respondents selected based on the inclusion criteria from the sampling frame (see table 1). Inclusion criteria for the sample frame were that employees must be teaching the staff of selected colleges in King Khalid University, Abha, Saudi Arabia. The minimum sample size for the study was 116 based on G*Power 3.1 calculations for a priori with Exact test family, bivariate correlation (Pearson product-moment correlation coefficient), two tails, medium effect, size 0.3, alpha .05, and power .90.
Data collection was done using a questionnaire design that was directly administered to the recruited participants. 250 questionnaires were sent to the participating colleges. From the 250 administered, 146 individuals responded (n=146) and resulted in 146 sample size. The response rate was 58.4%. The response is 12% more than the minimum required sample size.
Demographic results
From the 146 respondents in the study, 119 (81.51%) were males, and 27 (18.49%) were females. Majority of the respondents 80 (54.79%) age ranged from 35 to 44 years old. The most frequent age group for the majority is 80 (54.79%) of respondents was 35 to 44-year-old. Majority of the respondents has postgraduate as the highest qualification 137 (93.84%) while 9 (6.16%) are graduates. Most of the respondents, 56 (38.36%) had working experienced between 1 year to 5 years while one person (0.68%) had 20 years and above as working experience. Table 2and figures 1-5 displays the Demographic profile of study respondents as shown below
Descriptive Statistics
IBM SPSS version 20.0 was the statistical tool used to analyse the data. The four transformational leadership dimensions were measured with multi leadership questionnaire Form. The job satisfaction of teaching staff at King Khalid University was assessed by the use of the Job satisfaction survey scale.
Internal consistency and reliability of the data were established with the use of Cronbach’s alpha. Transformational leadership behaviour scale (4 items) overall Cronbach alpha is 0.97, while that of Job satisfaction scale (36 items) is 0.81, which signify a high level of internal consistency for both variables. Reliability coefficients for the transformational leadership scales ranged from .80 to .87. The Cronbach’s alpha for Table 3 and 4 presents the reliability coefficients for the four transformational leadership characteristics and the job satisfaction scales. Table 5 shows the descriptive statistics for the transformational leadership scales and job satisfaction scale. The Idealized Influence (ID) has the highest mean score of 54.77±SD11.7, while individualized consideration has the lowest mean score of 17.21±SD 4.33.
Normality of the distribution was assessed with the means of the Kolmogorov Smirnov test. A test with a significance level of p < .05 indicates that the data is not normally distributed and in this study, responses on transformational leadership behaviour were below 0.05 hence contravening the assumption of normality of data. The data for responses to job satisfaction did not contravene the assumption of normality. The results of the Kolmogorov Smirnov test in Table 6 indicate that data from dimensions of leadership behaviour do not follow normal distribution while job satisfaction data follow a normal distribution.
Analysis and Results
Spearman’s rank order correlation (Spearman’s [ρ] rho), a non-parametric analysis, was utilized to analyse the association between transformational leadership and job satisfaction as the data for transformational leadership dimensions significantly deviated from a normal distribution. Spearman’s rho was appropriate to analyse the data because the two variables met the three assumptions required to obtain a valid outcome. The variables are ordinal, observations are paired, and an initial evaluation based on visual inspection of a scatterplot showed a monotonic relationship between the variables. A monotonic relationship is a relationship between two variables. When the value of one variable increases, the other increases (positive correlation), or as the value of one variable increases, the value of the other variable decreases (negative correlation).
The results of Spearman’s rho in Table 7 indicates that all the transformational leadership dimensions have a relationship with job satisfaction with intellectual stimulation having the highest correlation (R= 0.3622) while the inspirational motivation has the least correlation (R= 0.2934).
A p-value in Spearman’s rho that is less than the 0.05 level of significance indicated that there is a significant level of relationship which exists between transformational leadership behaviour and job satisfaction. The value of Spearman’s correlation coefficient (ρ), can range from –l to +1, indicating a perfect negative association or a positive perfect. The results indicated a weak positive correlation between individual dimensions of transformational leadership and job satisfaction, as shown below (see table 7). Regarding the overall transformational leadership behaviour and job satisfaction, the result shows a weak positive correlation with a statistical significance level of relationship that exists between the two variables (see table 8).
The multiple linear regression analysis signifies a weak positive correlation between transformational leadership behaviour and job satisfaction (R-value 0.386). The results of multiple linear regression analysis are illustrated in table 8 (Predictors: Constant- Transformational Leadership) moreover, (Dependent Variable: Job Satisfaction). R has a value of 0.386 and represents the simple correlation between transformational leadership and job satisfaction. The value R²=0.1491 shows that 14.9% of the variability of the dependent variable, job satisfaction is explained by the independent variable transformational leadership. Although this variability in job satisfaction can be explained by many factors, the model can explain 14.9% of it. To this end, 85.1% cannot be explained by just transformational leadership. Hence, there are other variables that influence job satisfaction.
The results in Table 8 indicate that overall, this research model can statistically significantly predict the dependent variable, job satisfaction while in table 9, p-value shows that the research model is not statistically significance between the dimensions of leadership behaviour and job satisfaction, this could be due to other variables not mentioned in the job satisfaction survey scale.
Hypotheses Testing
The hypotheses were tested on the outcomes of Spearman’s rank order correlation analysis to determine the relationship between the transformational leadership dimensions and the job satisfaction of teachers at King Khalid University. The result of the test on hypothesis 1 and hypothesis 2 was found not to have statistically significant correlations between each transformational leadership variable and teachers’ job satisfaction. On the other hand, the overall transformational leadership dimensions in combination had statistically significant correlations with overall job satisfaction.
Hypothesis 1
HO1: Idealized influence has less influence on job satisfaction
HA1: Idealized influence has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between idealized influence and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3452, p=0.0001. Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.
Hypothesis 2
HO2: Intellectual stimulation has less influence on job satisfaction
HA2: Intellectual stimulation has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between Intellectual stimulation and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia. Intellectual stimulation had the highest correlation with job satisfaction R=0.3622, p=0.0001. Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.
Hypothesis 3
HO3: Inspirational motivation has less influence on job satisfaction
HA3: Inspirational motivation has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between Inspirational motivation and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3622, p=0.0001. Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.
Hypothesis 4
HO4: Individualized consideration has less influence on job satisfaction
HA4: Individualized consideration has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between individualized consideration and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3334, p=0.0001. Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.
Hypothesis 5
H05: There is no theoretical relationship between dimensions of transformational leadership and job satisfaction.
HA5: There is a theoretical relationship between dimensions of transformational leadership and job satisfaction.
The result of the Spearman correlation of the overall transformational leadership behaviour and job satisfaction result shows a weak positive correlation with a statistically significant level of relationship between the two variables about teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3459, p=0.0001. Thus, the null hypothesis is rejected while the alternative hypothesis is accepted.