Correctional officer job satisfaction and leadership: A correlational study.
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文摘
The demands of correctional leadership increases as correctional institutions face a paradigm shift and change of focus in approaches to jail leadership on officer job satisfaction. The purpose of the current study was to determine whether a correlation existed between the leadership style of the organizational leader and subordinates' job satisfaction among correctional officers. The Kouzes and Posner (2002) Leadership Practice Inventory was used as the instrument to measure leadership style operationalized as five styles of transformational leadership and validated by a Likert-type scale questionnaire； the Bowling Green University (1969) Job in General was used as the instrument to measure job satisfaction. The population included 295 volunteers associated with a correctional association located in the United States. The results indicated an internal consistency reliability of the five leadership style scores and job satisfaction between 0.91 and 0.96 for all scale scores. The results also indicated a statistically significant, strong correlation between job satisfaction and the ability to inspire a shared vision (r(295) ＝ 0.43； p <； 0.001) as well as between job satisfaction and the ability to challenge the process (r(295) ＝ 0.44； p <； 0.001). The results also indicated a relationship between job satisfaction and the ability to engage others to act (r(295) ＝ 0.46； p <； 0.001) as well as job satisfaction and the ability to encourage the heart (r(295) ＝ 0.44； p <； 0.001). The five leadership style scores explained a statistically significant percentage of the variance in JS scores, F(5,289) ＝ 16.5； p <； 0.001； R-Square ＝ 0.22.