Relationship between the Transactional Leadership Styles, the Transformational Leadership Style and Subordinates' Job Satisfactio

The study was an examination of the relationship between the transactional and the transformational leadership styles of business managers (independent variables) and subordinates' job satisfaction (dependent variable). The transactional model includes the contingent reward (CR) sub-model and the management-by-exception-active (MBEA) sub-model. The problem is that many business managers practice leadership styles that result in their subordinates' low job satisfaction or lack of job satisfaction. The purpose of this research was to measure the impact of the transactional contingent rewards (CR) leadership style, the transactional management by exception active (MBEA) leadership style, and the transformational leadership style on employees' job satisfaction. The method was quantitative, and the research design was cross-sectional correlational. The population encompassed the managers and employees of all businesses in Broward County and Miami-Dade County in South Florida, U.S.A. The participants were drawn from the population and included 30 managers and 150 subordinates. Pearson's correlations coefficients ranged from -.89 to .93, which validated the alternative hypotheses that a statistically significant relationship did exist between the two predictor variables and the criterion variable. Multiple regression results were: CR [beta = .58, p<.001, t (150)], MBEA [beta = -.89, p<.001, t (150)], Transformational [beta = -.93, p<.001, t (150)]. The findings showed that the transformational leadership style is better than the transactional CR and the transactional MBEA leadership styles and results in a highly satisfied workforce. It is recommended that future research on this topic be experimental research so that causality between the independent and dependable variables may be clearly established.