Serene Dalati
4. Research conceptual framework The theoretical framework investigates the relationship between manager’s perception of visionary, communicative and team-oriented leadership behaviors and job satisfaction, indicating a positive association between the variables. Figure 1 illustrates a research conceptual framework of managerial leadership behaviors and Job satisfaction.
Figure 1: Conceptual Framework of Managerial Leadership Behaviors and Job Satisfaction.
5. Research hypotheses Prior research investigated relationships between leadership, motivation, satisfaction with work, satisfaction with supervision and job commitment (House 1971, House and Mitchell 1974, Dorfman 1997). Some previous investigations have proved positive relationship between effective leadership behaviors and job satisfaction (House and Mitchell 1974, Rad and Yarmohammadian 2006, Mosadeghrad and Tahery2004, Kwantes and Boglarsky 2007). Summarizing previous studies, a positive relationship between manager’s perception of leadership behaviours and job satisfaction is suggested. H1: There is a positive relationship between managers’ perception of visionary, communicative and team oriented leadership behaviours and their action tendency as a measurement of their satisfaction at work. H2: There is a positive relationship between managers’ perception of visionary, communicative and team oriented leadership behaviours and characteristics of flow at work H3: There is a positive relationship between managers’ perception of leadership and their levels of job satisfaction.
6. Research sampling The total population of the study consists of 740 commercial high streets retail banks located in Wales-United Kingdom. The selected banking organisations provide personal and retail banking services as current and saving accounts, debit and credit facilities, cheque facilities, as well as offering personal loans, mortgages and insurance. Organizations are coordinated and harmonized according to technological sophistication, organizational goals and structure and banking services. Post mail questionnaires include all 740 elements of the population. The participants who responded to the study were 119. Out of 119, 117 of these questionnaires were employed resulting in a 16% response rate (117/740 =0.158).
6.1 Data sources of the study Primary data is the main source of data for this research study. Primary data was collected through conducting a survey questionnaire. Data was collected between October 2006 and May 2007. The unit of analysis is branch and functional level management. In some cases deputy managers, supervisors and senior staff participated in the survey when a manager was not available. According to Bryman (2004) due to low response rate problem, it is preferable to design a short, easy on the eye and well-laid out questionnaire which facilitates answering all the questions that are relevant to the respondent. Secondary data was collected through organizations website, databases, annual reports and other publications provided by these organizations. Respondents were sent postal questionnaire and were asked to answer questions and send them back by free post provided. The first stage of the data collection procedure was sending the postal selfcompleted questionnaires to all 740 participants. The second stage was calling participants to ensure a high
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