A Conceptual Analysis of Transformational Leadership and Job Satisfaction in the Retail Industry
Abstract
Transformational leadership has been widely recognized for its role in enhancing employee satisfaction and organizational performance. However, there is a need for a theoretical exploration of how transformational leadership specifically influences job satisfaction in the retail industry, particularly within the sports retail sector. This study aims to conceptually analyze the relationship between transformational leadership and job satisfaction. It synthesizes existing literature to identify key leadership behaviors—such as role modelling, group acceptance, high expectations, individualized support, and intellectual stimulation—that contribute to employee satisfaction. Additionally, the study proposes a conceptual framework to explain the mechanisms through which transformational leadership enhances job satisfaction. This study adopts a conceptual review approach, analyzing existing theories and empirical studies on transformational leadership and job satisfaction. The review highlights that transformational leadership fosters higher job satisfaction by inspiring employees, providing personal support, and encouraging innovation. These leadership dimensions contribute to motivation, engagement, and long-term organizational commitment among employees in the retail industry. This conceptual analysis provides a theoretical foundation for understanding the role of transformational leadership in enhancing job satisfaction.
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References
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