Delegating for a better job satisfaction and –performance
Esther Van Dokkum
HU FEM Top Class
Leadership Course
C3L
13-10-2014
Student ID: 1626029
Teacher: Sue Ashley
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
2
Table of contents
Introduction and Rationale
3
Outline
5
Reference list
8
Appendix
Appendix 1: Themes in articles
10
Appendix 2: Thesis, antithesis and synthesis
13
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
3
Introduction and Rationale
Leaders of today’s businesses need to have knowledge, abilities and skills to effectively deal
with the constant organizational changes. Nowadays, businesses operate in constantly changing
environments such as mergers and acquisitions, the 24/7 economy as well as managing new
forms of work processes. Businesses have become flatter, which allows employees’ to work
more in a self-directed manner and having a greater autonomy (Vidyarthi, P. et al, 2014). These
developments require a different approach to leadership.
Leadership is generally described as an interpersonal process in which a leader influences
followers (Danserau et al, 2013). Leadership can be defined as a process whereby intentional
influence is exerted by one person over other people to guide, structure, and facilitate activities
and relationships in a group or organization (Vidyarthi, P. et al, 2014). A leader interacts with
people inside and outside of the organization. In order to make these interactions as successful as
possible, the leader needs to shift in order to meet the demands and desires of followers,
colleagues and superiors.
The main focus of this article is the Situational Leadership Strategy by Hersey and Blanchard. It
was originally called life cycle theory and is a leadership approach in which leader behavior is
determined by psychological factors (Danserau et al, 2013). The situational leadership model
consists of Task Behavior and Relationship Behavior. The leader, when applying Situational
Leadership can use four different leadership styles; Directing (S1), Coaching (S2), Supporting
(S3) and Delegating (S4) also known as Telling, Selling, Participating and Delegating
(Shahmandi, E. et al, 2011). The previously mentioned factors determine which leadership style
the leader uses.
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
4
The researcher has worked at a commercial company in the role of Project Manger. The director
of this company mainly uses the Situational Leadership style: Delegating (S4). This fact
triggered the following research question: What is the effect on job satisfaction and job
performance of employees’ when they have a leader who mainly uses the Delegating (S4) style of
the Situational Leadership strategy? The main purpose of this research is to provide an insight
into Situational Leadership especially delegating. Under which circumstances it is most effective
to use the S4 Delegating style and how it can attribute in increasing job performance and –
satisfaction.
In order to provide a solid answer to the research question a comprehensive literature study has
been conducted. This literature study consisted out of nine scientific peer-to-peer reviewed
articles.
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
5
Outline
In this section the main theme per paragraph will be:
Abstract
Introduction / rationale
Thesis
Defining leadership
o Dansereau, F., & Seitz, S.F., & Chiu, C., & Shaughnessy, B., & Yammarino, F.J.
(2013)
o Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J.
(2011)
o Yurtkoru, E.S.N., & Ekmekci, A.K. (2011).
Leadership characteristics
o Dansereau, F., & Seitz, S.F., & Chiu, C., & Shaughnessy, B., & Yammarino, F.J.
(2013)
o Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J.
(2011)
o Slamet, & Toyib, A., & Hadiwidjojo, D., & Troena, E.A. (2013)
o Vidyarthi, P.R., & Anand, S., & Liden, R. C. (2014)
o Yurtkoru, E.S.N., & Ekmekci, A.K. (2011)
o Zhang, S., & Tremaine, M., & Egan, R., & Milewski, A., & O’sullivan, P., &
Fjermestad, J. (2009).
Situational leadership
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
6
o Dansereau, F., & Seitz, S.F., & Chiu, C., & Shaughnessy, B., & Yammarino, F.J.
(2013)
o Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J.
(2011)
o Slamet, & Toyib, A., & Hadiwidjojo, D., & Troena, E.A. (2013)
o Yurtkoru, E.S.N., & Ekmekci, A.K. (2011)
o Zhang, S., & Tremaine, M., & Egan, R., & Milewski, A., & O’sullivan, P., &
Fjermestad, J. (2009).
Delegation and Coaching
o Ferguson, T.D., & Cheek, R. (2011)
o Rosch, A. (2014)
o Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J.
(2011)
o Slamet, & Toyib, A., & Hadiwidjojo, D., & Troena, E.A. (2013)
o Vidyarthi, P.R., & Anand, S., & Liden, R. C. (2014)
o Zhang, S., & Tremaine, M., & Egan, R., & Milewski, A., & O’sullivan, P., &
Fjermestad, J. (2009).
Job satisfaction
o Ferguson, T.D., & Cheek, R. (2011)
o Intaraprasong, W., & Potjanasitt, S., & Pattaraarchachai, J., & Meennch, C.
(2012)
o Slamet, & Toyib, A., & Hadiwidjojo, & D., Troena, E.A. (2013)
Job performance
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
7
o Intaraprasong, W., & Potjanasitt, S., & Pattaraarchachai, J., & Meennch, C.
(2012)
o Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J.
(2011)
o Slamet, & Toyib, A., & Hadiwidjojo, D., & Troena, E.A. (2013)
o Vidyarthi, P.R., & Anand, S., & Liden, R. C. (2014)
o Zhang, S., & Tremaine, M., & Egan, R., & Milewski, A., & O’sullivan, P., &
Fjermestad, J. (2009).
Delegating (thesis and antithesis)
o Intaraprasong, W., & Potjanasitt, S., & Pattaraarchachai, J., & Meennch, C.
(2012)
o Slamet, & Toyib, A., & Hadiwidjojo, D., & Troena, E.A. (2013)
o Vidyarthi, P.R., & Anand, S., & Liden, R. C. (2014)
o Zhang, S., & Tremaine, M., & Egan, R., & Milewski, A., & O’sullivan, P., &
Fjermestad, J. (2009).
Synthesis and conclusion
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
8
References
Dansereau, F., & Seitz, S.F., & Chiu, C., & Shaughnessy, B., & Yammarino, F.J. (2013). What makes
leadership, leadership? Using self-expansion theory to integrate traditional and contemporary
approaches. The leadership Quarterly 24, 798-821. doi 10.1016/j.leaqua.2013.10.008
Ferguson, T.D., & Cheek, R. (2011). How Important Are Situational Constraints in Understanding Job
Satisfaction? International Journal of Business and Social Science. 2(22), 211-227. Retrieved
from http://www.ijbssnet.com/journals/Vol_2_No_22_December_2011/25.pdf
Intaraprasong, W., & Potjanasitt, S., & Pattaraarchachai, J., & Meennch, C. (2012). Situational
Leadership Styles, Staff Nurse Job Characteristics Related to Job Satisfaction and Organizational
Commitment of Head Nurses Working in Hospitals under the Jurisdiction of The Royal
Thai Army. J. Med. Assoc. Thai., 95(6), 109-119. Retrieved from
http://www.ncbi.nlm.nih.gov/pubmed/23130496
Rosha, A.(2014). Peculiarities of manifestation of coaching in organizations. Procedia Social and
Behavioral Sciences 110, 852-860. doi 10.1016/w.sbspro.2013.12.930.
Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J. (2011).
Competencies, Roles and Effective Academic Leadership in World Class University.
International Journal of Business Administration, 2(1), 44-53. doi 10.5430/ijba.v2n1p44
Slamet, & Toyib, A., & Hadiwidjojo, D., & Troena, E.A. (2013). The Influence of Situational
Leadership on Job Satisfaction and Job Performance ( A Study on Trans Jakarta Bus way as
Transportation Service in DKI Jakarta) Global Advanced Research Journal of
Management and Business studies, 2(2), 105-113. ISSN:2315-5086
Vidyarthi, P.R., & Anand, S., & Liden, R. C. (2014). Do emotionally perceptive leaders motivate
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
9
higher employee performance? The moderating role of task interdependence and power distance.
The Leadership Quarterly 25, 232-244. doi 10.1016/j.leaqua.2013.08.003
Yurtkoru, E.S.N., & Ekmekci, A.K. (2011). Actual and Ideal Leadership Behavior shift within the last
Five Years. Procedia Social and Behavioral Sciences 24, 1451-1459. doi
10.1016/j.sbspro.2011.09.030
Zhang, S., & Tremaine, M., & Egan, R., & Milewski, A., & O’sullivan, P., & Fjermestad, J. (2009).
Occurrence and Effects of Leader Delegation in Virtual Software Teams. IGI Publishing, 5(1),
47-69. doi 10.4018/978-1-60960-466-0.CH004
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
10
Appendix 1: Themes in articles
Dansereau, F., & Seitz, S.F., & Chiu, C., & Shaughnessy, B., & Yammarino, F.J. (2013). What makes
leadership, leadership? Using self-expansion theory to integrate traditional and contemporary
approaches. The leadership Quarterly 24 798-821 doi 10.1016/j.leaqua.2013.10.008
The central theme of the article is to unify traditional and contemporary leadership approaches into one
unified approach called self – expansion. By doing so the researches want to improve the effectiveness of
the different leadership styles. The research shows that there are many different leadership styles, but the
question remains in which situation to use which leadership style.
Ferguson, T.D., & Cheek, R. (2011). How Important Are Situational Constraints in Understanding Job
Satisfaction? International Journal of Business and Social Science. 2(22), 211-227. Retrieved
from http://www.ijbssnet.com/journals/Vol_2_No_22_December_2011/25.pdf
The article revolves around the theme of job satisfaction and which situational constraints have an effect
on the job satisfaction employees. The purpose of the article is to provide a more complete understanding
of contextual job – related factors, the relationship between job satisfaction and situational constraints
and to present employers with an sight on how to improve job satisfaction. By improving the job
satisfaction rate the company can be more efficient and effective.
Intaraprasong, W., & Potjanasitt, S., & Pattaraarchachai, J., & Meennch, C. (2012). Situational
Leadership Styles, Staff Nurse Job Characteristics Related to Job Satisfaction and Organizational
Commitment of Head Nurses Working in Hospitals under the Jurisdiction of The Royal Thai
Army. J. Med. Assoc. Thai., 95(6), 109-119. Retrieved from
http://www.ncbi.nlm.nih.gov/pubmed/23130496
The central theme of the article is to provide a better understanding of job satisfaction and the different
aspects that influence this. Besides that the article wants to improve the level of job satisfaction, work
commitment in order to operate more effective. The researches found out that there is a relation between
situational leadership and job satisfaction. Job satisfaction also consists of (personal) expectations and
experiences.
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
11
Rosha, A.(2014). Peculiarities of manifestation of coaching in organizations. Procedia Social and
Behavioral Sciences 110, 852-860. doi 10.1016/w.sbspro.2013.12.930.
Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J. (2011).
Competencies, Roles and Effective Academic Leadership in World Class University.
International Journal of Business Administration, 2(1), 44-53. doi 10.5430/ijba.v2n1p44
The theme of the article is to improve the efficiency of organizations by implementing
coaching. Coaching is a good way to improve learning and development, leadership development and
chance management. Coaching is an essential organizational intervention to increase individual awareness
and it helps developing new knowledge and skills.
Shahmandi, E., & Silong, A.D., & Ismail, I.A., & Samah, B.B.A., & Othman, J. (2011).
Competencies, Roles and Effective Academic Leadership in World Class University.
International Journal of Business Administration, 2(1), 44-53. doi 10.5430/ijba.v2n1p44
The main theme of the article is to lead research universities towards excellence. In order to accomplish
this, academics leaders require certain competencies and perform the necessary roles to lead, by using all
four roles (telling, selling, participating and delegating) of situational leadership.
Slamet, & Toyib, A., & Hadiwidjojo, D., & Troena, E.A. (2013). The Influence of Situational
Leadership on Job Satisfaction and Job Performance ( A Study on Trans Jakarta Bus way as
Transportation Service in DKI Jakarta) Global Advanced Research Journal of Management and
Business studies, 2(2), 105-113. ISSN:2315-5086
The theme of the article is to provide fundamental analysis of situational leadership, the way to
implement it and to increase the level of job satisfaction and – performance. The researches found a
positive correlation between implementing situational leadership and job satisfaction. The level of
improvement of job satisfaction however does depend on the situation. The researches concluded that
situational leadership causes a higher job satisfaction, which causes a higher performance. Job satisfaction
needs to be monitored continuously and where necessary action should be taken.
Vidyarthi, P.R., & Anand, S., & Liden, R. C. (2014). Do emotionally perceptive leaders motivate
higher employee performance? The moderating role of task interdependence and power distance.
The Leadership Quarterly 25, 232-244. doi 10.1016/j.leaqua.2013.08.003
The relationship between employees’ emotional intelligence and their job performance has been
extensively researched. The research in the article examines the relation between the emotional
intelligence of leaders and the (enhanced) performance of the employees’. The theme in the article is to
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
12
improve the performance of the employees’ by showing the importance of having a high level of
emotional intelligence by the management.
Yurtkoru, E.S.N., & Ekmekci, A.K. (2011). Actual and Ideal Leadership Behavior shift within the last
Five Years. Procedia Social and Behavioral Sciences 24, 1451-1459. doi
10.1016/j.sbspro.2011.09.030
The theme of the article is to provide insight in the evolution of a leader during the last five years. The
article also shows that leaders might have become less person and system oriented but more productivity
and transaction oriented.
Zhang, S., & Tremaine, M., & Egan, R., & Milewski, A., & O’sullivan, P., & Fjermestad, J. (2009).
Occurrence and Effects of Leader Delegation in Virtual Software Teams. IGI Publishing, 5(1),
47-69. doi 10.4018/978-1-60960-466-0.CH004
The central theme of the article is to provide insight of the influence and implementation of delegating
leadership on team performances. Delegating leadership is possible when the level of the followers is at a
certain independent level. At a lower level of competent the employee will need more close monitoring
and coaching.
DELEGATING FOR A BETTER JOB SATISFACTION AND –PERFORMANCE
13
Appendix 2: Thesis, antithesis and synthesis
Thesis
Delegating style (S4) from the Situational Leadership Strategy developed by Hersey and Blanchard will
increase the job performance and job satisfaction of employees’.
Antithesis
Delegating style (S4) of Situational Leadership Strategy developed by Hersey and Blanchard is only
suitable for teams when teams are mature in job performance and psychological. When the delegating
style is applied on a not suitable team, the level of job satisfaction and performance will decrease.
Synthesis
A good leader continuously adapts his leadership style to match the current situation. All employees’ are
different persons, with different personalities. Different tasks executed by various employees’ require
different leadership styles.