Date of Conferral







Dr. Jean Gordon


Organizations, including the military and their managers, have used transformational leadership for over 30 years to increase job satisfaction. The purpose of this correlation research study was to determine whether a relationship existed between transformational leadership and job satisfaction among retired Army noncommissioned officers who had rejoined the military workforce in South Korea. The research question was grounded in a synthesis of theories concerning transformational leadership and job satisfaction. The Multifactor Leadership Questionnaire (MLQ5X), the Job Descriptive Index (JDI), and Job in General (JIG) scales were used to gather data from 141 participants. Univariate analyses were used to document that MLQ5X transformational leadership subscale scores were high among the participants, and that they were satisfied with their jobs along all JDI/JIG subscales, except opportunity for promotion. Linear regression analysis and the chi-square test of independence were used to test associations between MLQ5X and JDI/JIG scores. The results from the linear regression indicated no significant relationship existed between transformational leadership and job satisfaction. To compensate for violations of parametric assumptions, a chi-square test was conducted with MLQ5X and JDI/JIG scores recoded into high/low transformational leadership and 3 levels of satisfaction (dissatisfied, undecided, satisfied). A significant association between transformational leadership and job satisfaction was observed. The combined results contributed to the conclusion that transformational leadership can contribute to job satisfaction, but that it can also lead to dissatisfaction if organizational conditions do not support the approach. The study contributes to positive social change by inform planning to improve higher morale and increased productivity among soldiers.