Dissatisfaction caused by work conflicts between members of different generations is possibly rooted in misinterpretations of the millennial generation, those born between 1980 and 2001, especially in relation to the type of supervisory leadership behavior they favor. The purpose of this quantitative study was to examine whether there is a statistically significant relationship between transformational leadership and job satisfaction among millennial workers in an intergenerational workforce. The Multifactor Leadership Questionnaire (MLQ) questionnaire was selected to measure the five subscales of transformational leadership and the Minnesota Satisfaction Questionnaire (MSQ) to measure job satisfaction. A sample of 133 U.S. millennial employees in information technology (IT), healthcare, and sales and marketing selected from LinkedIn groups completed the survey. Two statistical models were developed and findings indicated a significant positive relationship between transformational leadership and its five factors and the job satisfaction of millennials. The five transformational leadership factors were attributed as an explanation of 37.8% of millennials’ job satisfaction in the first model. The second model of overall transformational leadership score was applied to explain 36.4% of the relationship. The individual consideration component showed the highest score indicating a significant positive relationship with millennial job satisfaction (r = .584; p < .05). As such, the component’s contribution to the predictive model was the highest of all transformational leadership factors (R2 = .341, F(1, 133) = 15.451, p < .05; B = 5.52), indicating that when leadership behaviors displayed individualized attention, job satisfaction increased. Variables of gender and occupational sector did not correlate significantly with job satisfaction of millennials and therefore were excluded. There was a significant relationship between covariate annual income and job satisfaction of millennials (r = .150; p < .05). Across occupational sectors, job satisfaction did not differ much and millennial males indicated a higher level of satisfaction at work (M = 71.5556; SD = 15.7548) compared to women (M = 66.6582; SD = 18.59479). Recommendations for future research include expanding the study with a full range MLQ questionnaire to capture additional information as well as scrutinizing the mediation of gender and occupational sectors on job satisfaction.
|Commitee:||Avena, Nicole, Bradley, Jama|
|Department:||School of Business and Technology Management|
|School Location:||United States -- Arizona|
|Source:||DAI-A 76/12(E), Dissertation Abstracts International|
|Subjects:||Business administration, Behavioral psychology, Management|
|Keywords:||Cross-generational, Job satisfaction, Leadership, Management, Millennials, Transformational leadership|
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