Transactional Leadership, Transformational Leadership and Job Satisfaction in Chinese Companies

Abstract

This study is to determine the impact of transformational and transactional leadership styles of managers on subordinates’ job satisfaction, in Chinese company. The study is exploratory and a random sample (N=100) is used. The multifactor leadership questionnaire is used to measure transformational and transactional leadership and MSQ is used to measure subordinate job satisfaction. The results indicated that there are significant impacts of transformational and transactional leadership on job satisfaction. We also find that the transformational leadership has higher positive effect than transactional leadership on job satisfaction.