The Role of Transformational Leadership in Developing Employee Satisfaction: The Mediating Role in Professional Participation in Private Jordanian Universities

Abstract

The current research explores the moderating role of professional participation in relation to the effect of transformational leadership on employee satisfaction within private Jordanian universities. With the complexity of challenges arising in educational institutions to retain a motivated and satisfied workforce, theorists have turned to the style of transformational leadership as a model that may hold the answer to maintaining high levels of job satisfaction in employees. This research seeks to establish whether transformational leadership impacts on employee satisfaction directly and whether this impact is bolstered by increased professional participation through employee involvement in decision making and knowledge sharing.The study framework fits under SDG Goals such Quality Education, Decent Work and Economic Growth and Industry, Innovation, Infrastructure. Three primary hypotheses were formulated: The following were the hypotheses tested; (1) That there is a positive relationship between transformational leadership and employee satisfaction, (2) That there is the mediating effect of professional participation on the relationship between transformational leadership and employee satisfaction, and (3) That there is a positive relationship between transformational leadership and professional participation. These hypotheses were addressed using collected data from private Jordanian Universities; the findings indicate that transformational leadership positively impacts employee satisfaction through two paths, first, directly, and secondly through professional participation. The results emphasize the value of transformational leadership and participative processes in building a long-lasting, effective context for learning in higher education institutions, aims that will prove useful for the university administrators and policymakers.