An empirical study of the impact of active leadership on employee’s job satisfaction in the Subcontractor Company
An empirical study of the impact of active leadership on employee’s job satisfaction in the Subcontractor Company
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2020
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Assumption University Press
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eng
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7 pages
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AU Virtual International Conference Entrepreneurship and Sustainability in the Digital Era Vol. 1 No. 1 (2020), 342-348
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Abstract
This research study examines the influence of transactional leadership components (contingent reward, management by exception (active), and management by exception (passive)) on employee’s job satisfaction among employees at KTK97 Subcontractor Company. Convenience sampling was used. A sample size of 300 respondents was drawn from employee who worked in KTK97 Subcontractor Company. Contingent reward was rated at the strongly agreed level, followed by management by exception (active) at the agreed level, and management by exception (passive) at the disagreed level.Simple linear regression analysis was used to test research hypotheses.It was found that among the transaction leadership components, contingent reward had a significant influence on job satisfaction while management by exception (active) and management by exception (passive) had no significant influence on job satisfaction.
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