LEADERSHIP EFFECTIVENESS AND EMPLOYEES’ JOB SATISFACTION IN SELECTED HOSPITALS IN DELTA STATE, NIGERIA

This l study examines the l impact of l effective leadership on l staff job satisfaction in a few hospitals in l Delta State, Nigeria. Convenience sampling and a l cross-sectional l research design l were used. For l this l study, a questionnaire l was l used l as the research l tool for l data l collection, and 107 respondents were deemed useful. The study's theoretical framework was the theory of transformational leadership. Correlation and l linear regression l analysis with l the aid l of Statistical l Package for l Social Sciences l (SPSS) software version l 23.0 were used l to analysed the l data that were gathered. The l results of the l study revealed l that leadership l effectiveness have positive significant l influence on l employees’ job satisfaction l in selected l hospitals in Delta l State, Nigeria. The l study's conclusion is that l employees' perceptions of organisational l culture and l leadership styles l have a l significant impact l on their perceptions of l job l satisfaction, which in l turn affects l their performance l and behavior. The happiness of the workforce will be influenced by a leadership style that is l in line l with the l requirements of the l organisation. According to l the l study's l findings, hospital management is advised, among other things, to take into account employees' abilities and to unlock their subordinates' potential by engaging in more transformational l leadership behavior l and cultivating a l positive, less-political l work environment that l will increase their l employees' job l satisfaction.


Introduction
Depending on who is leading and who is being led, leadership can mean different things to different people. Leadership can take many different forms on any given day, including instructing, lcoaching, assigning, encouraging, lcounseling, guiding, lcorrecting, protecting, elaborating, andl observing. In order tol exercise leadership, you must complete paperwork, preside over meetings, holdl hands, defend ldecisions, consider the lfuture, and settle disputes. All ofl these things will happen at once; none of them will take place in discrete steps. Think again if you believed that having more control over your time and tasks would come with being the boss. You'll learn, just like the first-time business owner thatl you havel less controll over yourl daily activitiesl as youl work tol assist and uphold thel group of people youl lead. Managers andl leaders are distinct roles. Even though they mayl be good lmanagers, not alll managers canl truly be calledl leaders. Withl their clearl visions andl strategies geared toward al common objective, managers whol are leadersl inspire, lmotivate, and energizel their workforce (Maulana, 2022). Onl the otherl hand, mainstreaml and traditionall managers arel more focused on daily operations and are short-term oriented. They are effective at managing, allocating, controlling, and organizing resources. Leadership hasl a greaterl impact onl how employeesl feel aboutl their ljobs. In ltoday's organisations, al leader's role hasl evolved, andl a lleader's leadership stylel is cruciall to thel success ofl any organisation. Truel leaders, accordingl to Mintzbergl (2010), involvel themselves inl what theyl are actually doingl rather thanl doing itl for personall gain, andl they engagel others withl their consideration andl modesty. Leadershipl j is onel of thel elements thatl affect how employeesl perceive organisational politics, which in turn affects howl satisfied theyl are withl their ljobs. The management of employees' perceptions of organisational politicsl that affectl their performancel is onel of leadership's goalsl (Saleem, 2015). Effective leadersl with strongl leadership qualitiesl can reducel or moderate perceptionsl of organisationall politics, whichl improves jobl satisfaction. Ajobi andl Owunna (2022) define leadershipl as al complex social processl that is based onl the shared values, abilities, and knowledge of both leaders and followers. Therefore, everything revolves around the ongoing processl of creating andl upholding a connectionl between those whol aspire tol lead andl those whol are ready tol follow. The majority ofl organisational theorists concur that successful leadership isl one ofl the mostl critical factors inl the success and general performancel of anl organisation. Finding out what leadershipl is andl what leadersl do tol ensure teaml and organisational successl is a problem that affects most public service organisations. Withl the factors ofl trust, organisational lculture, learning, lteamwork, and communication, effectivel leadership canl promote change inl organisations throughl innovation and improvement. The psychological well-being and growth of followers are among the various performance constructs that can be linked to leadership effectiveness. The results ofl the leadershipl determine thel effectiveness of the leadership, whichl in turnl affects how well the members perform. Thel ability ofl the leadersl to successfully completel tasks, organisational lsurvival, and growthl through their abilityl to achievel organisational goals are the most frequently used subjective measures of leadership effectiveness. Additionally, improved organisational performance may result from improved leadership, as both effectiveness and profitability will rise (Tariku, Tolosa, Haile & Yiberta, 2021).

Management
can easily accomplish organisational goals if employees are comfortable with their superiors' leadership philosophies.
In this regard, an organisation's workforce and the effectiveness ofl its leadersl in setting direction forl the workersl to followl toward achieving thel desired organisational goalsl determine thel success orl failure ofl the organisation. Thel growth of anl organisation can be aided by an increase in personal effort from employees as well as an improvement in their abilities and communication skills as well as an increase in retention. Inappropriate leadership effectiveness is one of many factorsl that canl either foster satisfactionl or foster dissatisfactionl in an organisation. It is a fact that many hospitals have ineffective hospital administrators who are unable to inspire their staff through effective leadership. However, failing to pay attention to this internal factor has resulted in some unfavorable consequences, including high employeel turnover, labsenteeism, dissatisfaction, andl inappropriate behavior whenl interacting withl other employees (Barasa & Kariuki, 2020). Previous studies have shown a direct correlation between external factors derived from the workplace and job satisfaction. Job satisfactionl has also beenl linked to al variety ofl outside variables, including leadershipl styles, which canl influence howl employees feell about theirl jobs (Batugall & Tindowen, l2019). Therefore, the focus of thisl study isl on the relationshipl between effective leadershipl and employee' jobl satisfaction inl selected hospitals in Delta State, Nigeria.

Review of Related Literature Employee's Job Satisfaction
Duel to itsl importance for employeel behavior andl organisational welfare, jobl satisfaction commonlyl defined asl the pleasurablel or positivel emotional statel resulting froml the appraisall of lone's jobl or jobl experiences hasl been thel subject of numerous studies amongl researchers andl industrial psychologistsl for almostl a lcentury.
Given the complexity of thisl construct andl its many ldimensions, including affective, lbehavioral, cognitive, andl situational, numerous researchersl have developedl theories thatl attempt to pinpoint thel precise variables that influence satisfactionl while also introducing al wide range of measurementl tools (Irina, 2022). An employee's sense of job satisfactionl is al result ofl a combinationl of physiological andl psychological elements. In reality, determining a person's effective leadership regarding their position within an organisation is what defines job satisfaction. A collection of both positivel and negativel emotions, attitudes, andl beliefs thatl employees havel about theirl work are referred to as job satisfaction. Additionally, it is a psychological state connected to both internal andl external motives (Chukwural , 2017). Thisl internal emotion isl thought to play a variety of roles within an organisation and is regarded as an underlying principle in human resources.
Jobl satisfaction isl a typel of organisational behaviorl that displays different attitudes toward a given job. Because both depend on how satisfied a person is with their personal and social lives, it obtains both positive and negative energies that are present in those realms (Fayzhall, Asbari, Purwanto, Goestjahjanti, Yuwono, Radita, Yulia, Cahyono & Suryani, 2020). According to Shrestha (2019), work organisations should develop into al great sociall system thatl supports human resourcesl because they play al significant role inl achieving anl organisation's objectives. Employee satisfaction should also receive a lot of consideration because it is a crucial factor that can impact organisational performance and is a fundamental human need. Additionally, job satisfactionl is al known factorl in thel emergence ofl behavioral organisation andl reflects employees' innerl feelings towardl their workl ) Manzoor, Wei, Nurunnabi, Subhan, Shah, and Fallatah's 2019). Therefore, changingl the levell of thisl fundamental need willl directly affectl the outcomel of thel organisation. Recognizing these factors can aid in enhancing job satisfaction, which can bel influenced by al variety ofl factors. Internal and external motivations arel the twol main categoriesl into which these factors fall in Maslow's hierarchyl and Herzbergl theory (Masa'deh, 2016). These motivations may occasionally havel a negativel impact onl job lsatisfaction, which could cause unusual behaviors among employees within an organisation. Leadership is viewed as an interpersonal strategy in which a leader makes an effort to identify and satisfy the needs of followers. Therefore, al leader's abilityl to persuade followers can bel used to accomplish an organisation's goals. Inl order tol meet thel goals andl needs of thel group as a whole, leadership is a set of perspectives that assists in enhancing others' propensities and behaviors (Jabbar & Hussin, 2019). In actuality, a company's goal, direction, and employee programs are determined by its leadership style.
Abraham Maslow, onel of thel early proponentsl of motivationl theory, classifiedl human needsl into fivel categories in ascendingl order, withl the mostl important needl occupying thel lower llevel. These categories are: physiological lneeds, safety andl security lneeds, social lneeds, self-esteeml needs, andl self-actualizationl needs (Beebe & Masterson, 2015;lHee, Yan, lRizal, Kowang & lFei, 2018). Accordingl to lMaslow, a personl cannot progress tol the nextl level ofl need until all of thel needs at the lower level have been met or can be reasonably met. This theory holds that a need that has been met no longer serves as motivation. lHerzberg's two-factorl theory, which he proposed, isl comparable to Maslow's needs-based motivation theory. According to the ltwo-factor ltheory, there arel two types of human lneeds: the motivators (satisfiersl ) and the hygienel factor (dissatisfiersl ). According to Herzberg, satisfactionl and dissatisfactionl are twol distinct variables that do notl belong to the same continuum. "Job dissatisfaction is the opposite of job satisfaction" (Hee let al, Numerous studies have demonstrated a connection between organisational effectiveness and workplace productivity and job satisfaction. Absenteeism, low morale, and turnover are some other attitudes and behavior-related aspects of job satisfaction. Job dissatisfaction may cause a worker to leave the company, which would havel a negative impactl on productivity. Employeel job lsatisfaction, on thel other lhand, promotes high productivity and reduces absenteeism and turnover (Ndibe & Ojiula, 2019). As a result, leadership isl faced withl the challengel and responsibility ofl inspiring workers to improve job satisfactionl and productivity. This isl due tol the factl that each person is unique, andl what motivates onel person mayl not motivatel another. However, leaders frequently fall into thel trap of assumingl that motivationl is a lone-size-fitsl-all phenomenon (Cohenl , 2012). From the aforementioned, it is clear thatl the human factorl is importantl in raising employee jobl satisfaction and productivity. By thinking about the employees and not limiting them to a limited set of tasks, an organisation can gain a competitive advantage by managing people effectively and efficiently (Kumar, Duhan & Haleem, 2016). Since team members and leaders are encouraged to start business and behavioral endeavors likel job lenrichment, transformational lleadership, etc., tol make thel job appealing andl fulfilling, it wasl advised that leadershipl look forwardl to planningl and implementingl some correctivel actions towardsl efficient andl effective performancel of individualsl (Kumar etl al., l2016). (v) good leadershipl and sociall connections; and (vi) thel perception of a fair promotionl system withinl an organisation. Thesel elements are inducements thatl will result in thel contentment, fulfillment, andl happiness that characterizes a job well-done (Okolie, 2019). Job satisfaction is more and more often seen asl a "winl -win" strategyl for both employersl and lemployees. Ejiogu (l 1978) came to the conclusion that top management can tell how satisfiedl people arel with theirl jobs by looking atl these levels. It results in an improved outlook, which is helpful in identifying particular training needs. Additional advantages include increased productivity, decreased absenteeism, decreased use of sick days, improved hiring and retentionl rates withl associated costl savings, decreased employee stress andl loyalty, etc.
Advantages job satisfaction to the employer include, Productivity increased, costs associated with recruiting, training, and turnover decreased, organisational effectiveness and flexibility increased, absenteeism decreased, customer and employee loyalty increased, employee retention improved, teamwork improved, accidents, waste, and breakage decreased, and corporate image improved. While the benefits for the employee include Improved employee loyalty and morale; Increased employee commitment to the organisation; and encouraged employees to perform above and beyond; Lessening of employee stress, The output of the workforce is higher; Enhanced employee contentment and self-worth; Enhanced employee well-being, focus, and confidence; Possibilities for work-life balance and Better communication between employees, management, and clients (Okolie, 2019).

Leadership Effectiveness
The act ofl leading al group ofl people orl an organisation isl referred tol as lleadership, as is thel condition or role ofl being a lleader. Leadership is the act of selecting, empowering, and encouraging one or more followers to use their various talents, skills, and abilities to grow spiritually, mentally, emotionally, and voluntarily. Thel leader obtains thisl power byl sincerely communicating a visionl for the futurel in termsl that thel followers can understand, as well as by upholding certain principlesl and valuesl in al concerted effortl to fulfill thel organisational purpose andl goals. In order for this organisation to survive, leadership refers to the function of a person who can persuade others to organize, achieve, and improve job performance (Vermeeren, Kuipers & Steijn 2014). Lin, Qian, Li, and Chen (2018) definel leadership asl a practice inl which al leader motivates al group ofl people or followers tol achieve common objectives. Currently, leadersl do notl simply rely on theirl legitimate authority tol persuade their subordinates tol carry out or follow orders; rather, theyl are morel concerned withl working withl them and piqueing andl sustaining their lsubordinates' interest (Marasinghe & Anusha, 2018). The key to effective leadership is the ability to recognizel the impact ofl the personalityl traits of groupl members, particularly inl circumstances where groupl performance requires personalityl variables beyondl those possessedl by thel leader.
Effective leadershipl is thel ability ofl the superior to carryl out their duties and guide the team toward the organisation's goal. Leadershipl effectiveness wasl defined as thel ability ofl a leader tol persuade subordinates to support organisational goals. The attitudes, actions, satisfaction, and acceptance of followers can also be usedl to awareness ofl the unique rolel they shouldl play inl the organisation andl offers personal lguidance, which raises perceptions of the leader's effectiveness. Similar to how improving leaders' effectiveness fosters favorable attitudes and performance in followers, corrective transactional leadership with contingent rewards also works well. Furthermore, Frew et al. (2012) discovered that when supervisors develop a particular leadership skill, subordinates frequently report that leaders are highly effective (i.e., activel transactional managementl by lexception). Furthermore, according to Judge, Bobo, Thoresen, andl Patton (2001), laissez-faire and transactional leadership are ineffective and/or negatively correlate with how effectivel a leaderl is perceivedl to lbe. Because of how quickly the business environment is changing, managers' use of transformational/transactional leadership results inl higher levelsl of subordinate motivation andl productivity. As al result, the issue has grown in significance and is now crucial to the effectiveness of leaders.

Theoretical Framework
Bass's conceptualization of thel transformational leadershipl model serves as thel foundational theory for thisl study. James Gregor Burns' seminal publication from 1978 is where transformational leadership theory first appeared, but Bass expanded on it in 1985. (Bass, 1985;Burns, 1978;Givens, 2008;Eshetu, 2018). The two had different ideas about the transactionall and transformationall leadership models. Burnsl proposed that transactionall and transformationall leadership arel two opposite ends of al continuum, withl a leaderl being onel of thel two, butl Bass proposed thatl transformational leadershipl improves transactional leadershipl by influencing follower motivationl and creativityl (Bass, l1985).
Employees are motivated andl committed to theirl work when transformational leaders share with them the organisation's long-term vision. Furthermore, by coordinating personal goals with organisational objectives, transformational leaders meetl the unique needsl of each of theirl team members. They inspire their staff members by recognizing and rewarding exceptional accomplishments. Accordingl to lLi, Sajjad, lWang, Muhammad-l Ali, Khaqan, and Aminal (2019), transformationall leadership isl exemplified by leaders who inspire, stimulate the mind, and empower their subordinates in order to help them develop innovative work behavior. This view is consistent with that of Bass (1985). Transformational leadership creates opportunities for each employee's personal and professional growth, which promotes the success and long-term viability of the organisation (Odumeru & Ifeanyi, 2013;Kabeyi , 2018). It is a monumental task for management to determine an organisation's The theory fallsl short ofl explaining howl transformational leadership andl successful workplacel outcomes interact. Thel theory wouldl be morel persuasive ifl the keyl influence mechanisms werel better understoodl and appliedl to explainl how variousl types ofl behavior affect variousl mediating variablesl and loutcomes. The popularity of transformational leadership has increased recently, despite the many criticisms it has received. For linstance, studies have shown thatl managers inl various contexts, suchl as thel military andl lbusiness, found thatl transformationall leadersl were evaluatedl asl more leffective, higherl lperformers, more lpromotable, and more interpersonallyl sensitive thanl their transactionall counterparts. Empiricall evidence alsol showsl that transformationall leadershipl is stronglyl correlated withl employeel workl outcomes suchl las: lowerl turnover lrates, higherl levell of lproductivity, employeel lsatisfaction, creativity, andl goall attainmentl and followerl lwell-lbeing. Transformational leadershipl enhances thel lmotivation, morale, andl performancel ofl followers throughl al variety ofl lmechanisms. These includel encouraging followersl to takel greater ownership of theirl work, challengingl followers to dol so, andl understanding thel strengths andl weaknesses ofl followers sol the leaderl can assignl followers tol tasks thatl will improve their lperformance. Connecting lfollowers' sense ofl identity andl self tol the project andl the collective identityl of the organisation is lanother. In itsl ideal lstate, it bringsl about significantl and constructivel change inl the followersl with thel ultimate objectivel of transformingl followers intol leaders.

Leadership Effectiveness and Employee's Job Satisfaction
The Hawthorne experiments, which were carried out between 1924 and 1932, showed that employees' behaviorl is notl entirely explainedl by financiall rewards, but rather by their attitudes (Ivancevicl & lMatterson, 1999). Thel human relationsl movement consequently emerged, demonstrating thatl valuing lemployees' job satisfactionl is an important aspect ofl leadership (Judgel et al., 2001). Inl the latter lstudy, it was discovered that the emphasis placed by servant leadership on creatingl a sensel of communityl (a relationall emphasis) andl clarifying goalsl (a taskl emphasis) isl likely tol encourage greater flexibility inl defining jobl performance land, as al result, shouldl raise thel overall organisation's measure ofl job lsatisfaction.
Employees' attitudes and feelings toward theirl jobs are referredl to asl job satisfactionl (Spector, l1997). Spector alsol made itl clear thatl both individual characteristicsl and aspects of the workplace have an impact on job satisfaction. Employees form al mindset aboutl their jobs basedl on theirl actions, lconvictions, and feelingsl (Kalsoom, Khan & Zubair, 2018). The level of employee satisfaction isl typically regardedl as al crucial factorl for a good manager shouldl be ablel to identify thel key factors thatl influence employees' job satisfactionl in the company. According to thel majority of studies, a content employee produces more work because he would invest more free time in it. Similarly, Napoleon was quoted by Bakotic (2016) as saying thatl "the effectivenessl of thel army dependsl on itsl size, ltraining, experience, andl morale, specifying thatl morale isl worth morel than alll other extrinsic factors of job satisfaction. By showing thatl intrinsic jobl satisfactions arel derived froml what anl employee experiences inl the workplace, suchl as skilll development, lresponsibility, and othersl to achievel selflactualization, Metwally, lEl-bishbishy, andl Navar (l 2014) support the findingsl of Kallebergl in l1977. Extrinsic factors include management, corporate policies, and other external rewards (e.g., salaries and working conditions). In bothl public andl private lschools, Mesh'al and Adnanl (2018) conductedl research tol ascertain the effectsl of autocraticl and democraticl leadership stylesl on jobl satisfaction. Theyl discovered thatl the employees' jobl satisfaction is positivelyl impacted byl the leadershipl styles. lBushra, Usman, andl Naveed (2011l ) investigated whether organisational politicsl played al mediating rolel in thel relationshipl between leadershipl style and job lsatisfaction.
The study sample wasl chosen usingl convenience samplingl using nonprobability by the researcher, who also used quantitative research and descriptive research design. According tol the lstudy's conclusions, transactional leadershipl has al negative impact onl job satisfaction while transformationall leadership hasl a positive one.
134l private fieldl employees, includingl bank lemployees, were the subjects of Changl and lLee's (2007) investigation into thel relationship and interaction betweenl leadership lstyle, organisational culture, and jobl satisfaction. Thel findings showed thatl organisational culture and leadership style were very likely tol have al positive impact onl employees' job lsatisfaction, particularly when those employeesl shared their lleaders' vision within thel context ofl a transformationall leadershipl style. Asl a lresult, cooperation between subordinates and superiorsl serves both the interests of the organisation and the individuals involved. In 2011, Bushra et lal. looked intol the connectionl between transformationall leadership andl job satisfaction amongl 133 Pakistanil bank lemployees. 42% ofl participants reportedl that transformationall leadership hadl a favorable effectl on theirl overall jobl satisfaction, demonstratingl their preferencel for thisl particular leadershipl style. Thel relationship betweenl job commitmentl and jobl satisfaction has beenl shown tol be lreciprocal, and transformational leadership generally appears to influence both job lcommitment and jobl satisfaction (Emery & Barker, 2007;lRiaz, Akram & Ijaz, 2011). Thel ability of the leadersl to promotel those values linked tol achieving goals and place emphasis on how the former are affected by the former's performance is whatl gives thisl style of leadershipl its lpower. The ideal of al shared vision, inl which thel success of thel company isl closely related tol each employee's personal developmentl and achievement, motivates employees to work harder (Givens, 2008 (27), Grace Clinic and Maternity, Effurun (29) and Twins Clinic, Warri (27) in Delta State constituted the population of thisl study. For thel purpose ofl this studyl and to achieve a reliable result, the questionnaire was administered among the hospital management and employees of the selected hospitals using lnon-probability samplingl technique. Thel questionnaire items were adopted froml the literature, while an initial pilot study of 23 workers with replacement wasl carried outl to establish thel study reliability andl validity using Smart PLS Criterion.  (Hairl , Hult, Ringlel & lSarstedt, 2017). Thel reliability results are supported by the discriminant validity values ofl Average Variancel Extract (AVE), which arel also above thel standard of l0.50 (Hair et lal., 2017). Therefore, the two constructs for this study showed high reliability and internal consistency.
There are various scalesl and questionnairesl that have beenl developed forl the purpose of measuring leadershipl effectiveness (behavior andl styles). Thel Ohio State University's academic community created the Leader Behavior Description Questionnaire, a widely used scale for evaluating leadership behavior (LBDQ). There are two aspects to leadership lbehavior: 1. Establishing lStructure, which refersl to how thel leader willl likely define andl organize bothl his and herl own role andl that ofl subordinates inl the effortl to achievel the goal. It entails actionsl taken inl an effortl to planl work, professionall relationships, and lobjectives.
Thel hypothesis of the study was analysed using inferential statistics of correlationl and linearl regression analysisl with thel aid ofl Statistical Packagel for Sociall Sciences (l SPSS) software version l23.0. Out of the 134 questionnaire administered, only 107 werel retrieved andl used forl data analysis, given us al 79.9% of response lrate. Out of the 107 respondents 67(62.7%) were male and 40(37.3%) were female. This limplies that thel majority ofl the respondentsl were male lemployees. Tablel 2 revealed that therel was al positive andl significant relationshipl between leadershipl effectiveness and employees' jobl satisfaction inl selected hospitals in Delta State, Nigeria (r = 0.795, n = 107, p = 0.025). Therefore, thel level ofl job satisfactionl among employeesl increases as leadership effectiveness increases in the workplace. This implies that when leadership effectiveness improves, the likelihood of increase in employee job satisfaction will rises. The linear regression results showed that leadership effectiveness explain 46.1% variation in employees' job satisfaction in selected hospitals in Delta State, Nigeria. The overall modell is significantl (F = 13.109, p< 0.05). In terms of thel influence ofl leadership effectiveness onl employees' jobl satisfaction, thel model revealed that leadership effectiveness significantly exert positive influencel on employees' jobl satisfaction among hospitals' workers (B = 0.592, p <0.05), thus, the hypothesis was rejected.

Discussion
The study revealed that leadership effectiveness has positivel and strongl significant correlation withl employees' job satisfaction in selectedl hospitals in Deltal State, lNigeria. This findingl is inl line withl previous studiesl (Givens 2008;Bushra et al., 2011;Saleem, 2015). This studyl showed thatl work-familyl balance hadl a negativel relationship withl absenteeism. This finding corroborates with the findings ofl Madlock but only a weakl correlation between these styles andl employee job satisfaction. Employee job satisfaction should be impacted and linked to servant leadership, which incorporates similar values, if they perceive dignity in their work and derive intrinsic benefits from it. A good leader must be able to alter organisational culture-related factors that undermine workers' job satisfaction and productivity.
Thel study alsol demonstrated al significant relationshipl between leadership effectiveness and workers' job satisfaction in a few hospitals in Delta State, Nigeria. This result is consistent with Chang and Lee's (2007) study, which showed that effective leadershipl has al significant impactl on workers' jobl satisfaction. Thel ability ofl the leadersl to promotel those valuesl linked to achieving goals andl place emphasisl on how thel former are affected by the former's performance is what gives this style of leadership its power. By giving their team members the notion of a shared vision in which the success of the company is closely correlated with their own personal growthl and laccomplishment, transformational leaders motivate theirl workforce to workl harder.
Transformational andl "consideration" leadership lqualities, which arel prevalent inl western lcultures, are thoughtl to havel a bigl impact onl how motivatedl and productivel employees lare. These qualitiesl include empowermentl and al clear vision, which havel been linkedl to al high levell of jobl commitment and jobl satisfaction (Iverson & Roy, 1994). The study by Aspiridisl (2013) onl the impact ofl music onl employees' satisfaction and performancel finally revealed an intriguing aspect ofl the relationship betweenl leadership andl job lsatisfaction. Particularly, workers who listenedl to classicall or loungel music at workl reported al better work environment, as well as an improvement in satisfaction and productivity. Overall, it was believed that the decision to allow music to be played during work hours by the supervisors had a favorable effect on the productivity of the staff members and increased feelings of satisfaction.

Conclusion
Thel ongoing transformation of thel global laborl market has heightened competitionl among businessesl and lorganisations, emphasizing the significancel of workl dimensions. Many researchers nowl focus on the studyl of work-relatedl phenomena likel leadership, jobl satisfaction, and organisational culture inl order tol advance the managementl of humanl resources andl the satisfactionl of lcustomers. According to this study, effective leadership hasl a positivel impact onl workers' job lsatisfaction. According to the study's findings, effective leadership can create a workplace that is less political, which ultimately improves job satisfaction among employees.
In conclusion, evidence suggests that perceptions of organisational culture and leadership styles havel a significantl impact onl employees' experiencesl of jobl satisfaction, whichl in turnl affects theirl performance andl behavior. The happiness of the workforce will be influenced by a leadership stylel that isl in linel with thel requirements of the organisation. A manager or supervisor may be either employee-or job-centered. It has been discovered that employee-centered behavior, or a leader who cares deeply about his or her subordinates, contributes more to employee satisfaction. The following items could be classified under this heading: I prefer democratic leadership styles, II prefer leadership styles, and III value warm, friendly relationships. According to thel findings ofl this lstudy, it isl advised that: