DS Kgekoane, LTB Jackson
Abstract
The primary objective of this study was to determine the relationship between transformational leadership, motivation and job satisfaction of employees tested in a University of Technology in South Africa. Following a quantitative approach, this study utilises a cross-sectional design and a convenience sample (N=149) to reach its objective. The findings suggest that all variables considered in this study are statistically significantly related to one another. In addition, transformational leadership account for 27% of the variance in Work Self Determination Motivation (WSDM). Transformational leadership characteristics account for 16% of the variance in Non-Work Non-Self Determination Motivation (WNSDM). Transformational leadership and motivation explained 39% of the variance in extrinsic job satisfaction. Transformational leadership and motivation also explained 43% (large practical significance) of the variance in intrinsic job satisfaction. The exclusion of 0 in the confidence intervals of the indirect effects suggests the presence of significant indirect effects and therefore means that the mediation role of WSDM (with IJS and EJS as DV and WNSDM (with EJS as DV) could be confirmed in this study. The results also suggest that the mediating role of WNSDM could not be confirmed in the model with transformational leadership as an independent variable (IV) and intrinsic job satisfaction as a dependent variable (DV). The results also suggest that the moderating role of both WSDM and WNSDM could not be confirmed in any of the models tested because of the insignificant indirect effects and the inclusion of 0 in the confidence intervals. Recommendations for organisation and future research are provided.