The Research On The Impact Of Transformational Leadership On Employee Job Satisfaction Of Native Software Company

John P.Kotter,the expert of leadership and managementintroducedA force of change.Heproposes the leadership is force of the change in the organization. The effectiveness ofleadership can not only determine the organization’s vision, mission, values, andalsodetermine the degree of realization of corporate objectives. Over these years, thedefinitions oftransformationalandtransactionalleadershiphaveremainedrelativelyconsistent.Transformationalleaders are typically describedas those who stimulate their followers to change theirmotives, beliefs, values, and capabilities so that the followers’ own interests and personalgoals become congruent with the vision for their organization. By contrast,transactionaleaders are consideredt o be those who focus on the motivation of followers through rewardsor discipline, clarifying for their followers the kinds of rewards that should be expected forvarious behaviors. Transactional leaders may actively monitor deviance from standards,mistakes, and errors,or they may passively wait for followers to do somethingw rong.Similarly, job satisfaction is a widely studied construct in management.Faced with theplight of the development of the global economy, the enterprise’sdemand of employing isincreasing, but the supply of labor is relatively weak. How to play a leadership function,enhance job satisfaction, to maintain the stability of the workforce,and reduce employeeturnover rate, is a problem that manyleaders must resolve. Organizationaljustice describestheindividuals’(or groups’)perception of the fairness of treatment received from an organizationand their behavioral reaction to such perceptions.Organizationaljusticeis consistently found to be related to employee work-related attitudesand behaviors. For example, Folger and Konovsky (1989) reported distributive justice to bemore strongly related to pay satisfaction than procedural justice, whereas procedural justicewas more strongly related to organizational commitment and trust.Leader-Member Exchange theory is premised on notions of role making, social exchange,reciprocity, and equity. Leaders convey role expectations to their followers and providetangible and intangible rewards to followers who satisfy these expectations. Likewise,followers hold role expectations of their leaders, with respect to how they are to be treatedand the rewards they are to receive for meeting leader expectations.I developed a model in which organizationaljustice mediated between transformationalleadership behaviors and job satistaction, and leader-member exchange moderated betweentransformational leadership behaviors and job satistaction. The sample comprised 264followers within organizations situated in Beijing city, Shanghai city, Guangzhou city andShenzhen city in the People’s Republic of China. I showed that organizationaljustice mediatedbetween transformational leadership behaviors and job satistaction, and leader-memberexchange moderated between transformational leadership behaviors and jobsatistaction.Implications for the theory and practice of leadership are discussed, and futureresearch directions offered.