How Leadership Practices Impact Job Satisfaction of Customer Relationship Officers’: An Empirical Study

The purpose of the quantitative correlation study was to investigate the relationship between leadership styles/practices and job satisfaction among customer relationship officers in Nigerian banks. A sample size of 85 participants from a target population of 400 customer relationship officers was used for the study. The full-range leadership styles of (transactional, transformational and laissez-faire) were used as the basis of this study. The nine behavioral dimensions of the full-range leadership style were measured using the multifactor leadership questionnaire (MLQ). Employee Job satisfaction was measured using the job-in-general instrument (JIG). Statistically significant results were found among behavior dimensions of idealized influence attribute score, ( n=(85); r= .24; p=.026); intellectual stimulation score (n= (85); r= .30; p=.006); individual consideration score (n= (85); r= .22; p = .044); and contingent reward score (n= (85); r= .23; p= .037) of transformational and transactional leadership styles of the managers are positively correlated with employee job satisfaction. Curiously, idealized influence behavior score (n= (85); r= .13; p =.24); inspirational motivation score (n= (85); r= .14; p=.20) ; and management-by-exception-active score (n= (85); r= .03; p= .77) were negatively correlated with employee job satisfaction. The findings of this study provide useful information to Nigerian bank leaders in determining which leadership styles may be associated with employee job satisfaction and performance.