Does transformational and transactional leadership in Indonesia’s construction sector affect organizational citizenship behavior through job satisfaction?

The current study aims at examining the role of transformational leadership in paving the way for well-built reengineering of marketing strategies within the healthcare sector in Jordan. Depending on a quantitative approach, 312 questionnaires were distributed to individuals within hospitals: 105 questionnaires – healthcare centers, 75 questionnaires – outpatient clinics, and 33 questionnaires – general medicine clinics in Jordan. The study results indicated as a start better employment of transformational leadership within hospitals compared to clinics and healthcare centers, which can be attributed to the size and capacity of the healthcare institution. The study also indicated an influence of transformational leadership in paving the way for reengineering of marketing strategies within the healthcare sector in Jordan attributed to all transformational leadership characteristics. Among these characteristics, it appeared that the most influential transformational leadership characteristic was “individualized consideration”, scoring a Beta value of 0.421. This meant that the individualized consideration that transformational leadership has can nurture creativity and innovation among individuals to use their talents, experiences, and skills to present new and novel approaches to managing the business. This individualized consideration helps manage the change approach that may appear within the reengineering process and cooperate with employees to embrace such change. The study recommended following transformational leadership as an approach within the organization to manage change and arm employees with a suitable leadership style that can prepare the environment for a well-prepared reengineering of marketing strategies.

Leaders are responsible for empowering and driving employees to succeed in challenging times or changes and, ultimately, achieve the best results. One of the biggest dilemmas in today’s leaders’ agenda is to understand how to manage a diverse multigenerational workforce in which millennials represent a predominant group by far, being completely different from previous generations due to the technology impact. The aim of the paper is to identify which leadership style and behavior affects most positively millennial job satisfaction in a multinational environment, and to understand the differences between millennials and non-millennials. The Multifactor Leadership Questionnaire, known as the MLQ, was answered by 167 representative employees from various multinational corporations, 125 of whom are millennials.
Based on the results, transformational style is strongly correlated with and positively affected by millennial job satisfaction. Moreover, transformational style is a significant predictor of increased millennial satisfaction, and more specifically, idealized attributes and intellectual stimulation are behaviors that have been validated to increase it. On the other hand, individual consideration has been proven to have a productive effect by increasing non-millennial job satisfaction. According to the findings, millennial workforce leaders need to move towards a more transformational style, based on more idealized attributes and an intellectual stimulation approach, if they want to increase their satisfaction and avoid unwanted attrition. Basically, millennials are searching for leaders who trust and embrace innovation, creativity, critical thinking and, most importantly, leaders who also question the status quo.