The relationship between divison heads' leadership styles and teacher satisfaction at Siam Commercial College of Technology

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Assumption University Press
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12 pages
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Scholar: Au Graduate School of Education Journal 9, 1 (June 2017), 36-47
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This study aimed to bridge the gap between the minimal literatures in regards leadership styles and job satisfaction. To guide this study, the following two research questions were formulated: (1) what is the relationship between division heads’ leadership style and teacher satisfaction at Siam Commercial College of Technology? (2) what are the influence of each component of division heads’ leadership on teacher job satisfaction? This study included 166 subordinates at Siam Commercial College of Technology. Using a quantitative approach, the participants were asked to answer questions about their division heads’ using the Multifactor Leadership Questionnaire and their job satisfaction using the Job Satisfaction Survey. The results from both of these surveys were computed into the Statistical Package for the Social Sciences (SPSS) software for analysis. Using descriptive analysis to find the means and Pearson correlation coefficient to find the correlation a relationship was found small relationship was found between perception of division heads’ leadership style and teacher job satisfaction; r=.375 for transformational and r=.249 for transactional. These two correlations with job satisfaction both fall under the category of “weak” therefore the researcher determined that there was a slight relationship with perception of division heads’ leadership styles and job satisfaction at Siam Commercial College of Technology. In addition a breakdown of all facets of leadership and job satisfaction were analyzed. The finding showed that subordinates perceived their division heads’ to have a mixture of both transformational and transactional leadership with the subordinates showing a mid-range of job satisfaction. All facets of transformational leadership showed a greater correlation to job satisfaction than to half of the facets within transactional leadership (management by exception (passive) and Laissez-faire).
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