Is there a Relationship between Transactional Leadership Style, Communication and Job Satisfaction of Administrative Employees in the South African Public Sector?

Abstract

This study aimed to determine whether there is a relationship between a transactional leadership style, communication and job satisfaction of administrative employees in the South African Public Sector. Transactional leadership, communication and job satisfaction have all been examined in different contexts, but it remains unclear how these three variables interact in the South African public sector. The study adhered to the theory of social exchange that provided an organised approach to understanding the emergence, development, and consequences of group interactions. A descriptive cross-sectional survey was undertaken with 184 administrative personnel who were not part of a probability census. A quantitative research approach was used. Exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and Kaiser-Meyer-Olkin (KMO) were used to assess the contributions of each item based on its loading. Structural equation modelling (SEM) and bootstrapping using r² were used to test the validity and some of the patterns indicating how the transactional leadership style, communication and job satisfaction are related. The study found a substantial link between transactional leadership and employee job satisfaction and a significant link between transactional leadership and communication. This research project has the potential to help managers in South Africa's public sector comprehend the relationship between leadership styles, communication, and job satisfaction. In addition, this study makes a significant contribution by broadening our understanding of transactional leaders, emphasising the importance of relying on rewards for employee satisfaction, and raising awareness of the potential consequences of direct and transparent communication.