Abstract:
A review of the relevant literature identified a large body of research done in different fields, focusing on the relationship between leadership styles and job satisfaction. In order to fill key gaps and update the specific research problem in the information era of the twenty-first century, it was decided to explore the influence of leadership styles on the job satisfaction of library employees in New Zealand polytechnic libraries. Five leadership styles were selected for the study: dictatorial, democratic, laissez-faire, transformational and transactional. The psychological perspectives of the theories of Herzberg and Maslow shape the theoretical framework for the study. Quantitative survey (questionnaire) research was done, as this methodology was found to be the most appropriate for the specific research problem. One hundred and eighty nine questionnaires were sent with a cover letter to the library managers of 19 polytechnic libraries to distribute to the whole population of 189 library employees. The library employees were requested to return them in prepaid envelopes to the researcher. A 62% return rate yielded 117 questionnaires. The pre-coded answers (Likert scale) made it possible to use Excel statistical techniques and the statistical program, Statistix, to determine the relationship between the variables. A 30-item questionnaire was used. Questions on the leadership styles were mainly taken from the Multifactor Leadership Questionnaire (MLQ) and the Clark County Employee Opinion Survey. All the questions, testing job satisfaction, were based on the Job Satisfaction Survey (JSS). General Descriptive Statistics and Multiple Linear Regression, supported by the Spearman Rank Correlation (rho), were applied. The study found that job satisfaction was significantly, positively and strongly correlated to the transactional, transformational and participative style. No correlation was found between the laissez-faire style and job satisfaction. The dictatorial style indicated a significant, moderate, negative correlation with job satisfaction. The results provide some empirical support for using the transformational, transactional and participative leadership styles in New Zealand polytechnic libraries. This report suggests how supervisors can improve their management style to ensure greater job satisfaction among library employees, retain talented employees and have a productive workplace with low staff absenteeism. Recommendations for possible future research were given.
