The Relationship between Leadership Style (Transformational Leadership and Interactive) of Principals and Job Satisfaction of Shiraz University Staff Employees

Introduction: Identification of the styles of behavior management as related to job attitudes and satisfaction level of management has been among the topics of interest in the past few decades. This study aimed to examine the leadership styles of managers (heads) and its correlation with job satisfaction among university employees. Method: The study population included all employees working at Shiraz University. A sample of 107 subjects as the manager (head) who had their position for two consecutive years was randomly selected from each set of three. To review and assess the transformative interactionism managers, Multifactor Leadership Questionnaire (MLQ) designed by Boss and Vlyv (1995) was used. A questionnaire was used to assess the level of job satisfaction. Content validity and reliability of the method was assessed by calculating the reliability coefficient (Cronbach’s alpha). The alpha for job satisfaction was obtained 0.79. Results: The results showed that the correlations between job satisfaction and leadership style (R=0.58), transformational leadership style (R=0.58) and the transactional leadership style (R=0.46) were significant (P < 0.001). The results of this study indicated that leadership style can be used as a facilitator which motivates the direct and indirect impact on job satisfaction. Conclusion: People’s values influence the way they manage and especially determines their satisfaction about the organization. The concepts of transformational leadership styles of managers, their gender and level of mental stimulation showed the greatest effect on job satisfaction.