Opinions Opinions on the use of transformational leadership to improve employees’ job satisfaction at university of Rwanda-college of educationon the use of transformational leadership to improve employees’ job satisfaction at University of Rwanda-College of Education

Abstract

Transformational leadership is a style that inspires and motivates employees to reach their full potential. It fosters trust, innovation, and positive change, leading to enhanced job satisfaction and productivity. In Rwanda, where human capital is crucial for development, effective leadership is essential in both public and private sectors to drive performance and create a positive work environment. This study investigates the role of transformational leadership in enhancing employees' job satisfaction at the UR-CE. It focuses on evaluating the effect of idealized influence on job satisfaction, examining how inspirational motivation impacts job satisfaction, assessing the role of intellectual stimulation in job satisfaction, and exploring the influence of individualized consideration on job satisfaction. The significance of this study lies in its potential to inform leadership practices in higher education institutions, thereby improving employee satisfaction and organizational performance. A quantitative research methodology was employed, utilizing a correlational research design to analyze the relationship between transformational leadership and job satisfaction. The target population included 227 academic and administrative staff members at UR-CE, with a sample size of 145 participants determined using Yamane’s formula. Respondents were selected through simple random sampling to ensure representativeness. Data were collected using structured questionnaires comprising sections on demographic information and the impact of transformational leadership on job satisfaction. To ensure validity and reliability, rigorous testing was conducted, including Cronbach's alpha for internal consistency and test-retest reliability assessments. Data analysis was performed using SPSS version 20.0. Descriptive statistics summarized the dataset, while correlation and regression analyses explored the relationships between variables. The findings revealed that idealized influence accounted for 65.5% of job satisfaction, with an F-calculated value of 209.057, greater than the F-critical, and a p-value of 0.000. Inspirational motivation contributed 69% to job satisfaction, with an F-calculated value of 245.197 and a p-value of 0.000. Intellectual stimulation accounted for 76.3% of job satisfaction, with an F-calculated value of 359.214 and a p-value of 0.000. Individualized consideration contributed 76.9% to job satisfaction, with an F-calculated value of 370.222 and a p-value of 0.000. The study concluded that all four transformational leadership factors idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration significantly impact job satisfaction at UR-CE, as all p-values were below the 0.05 significance level. These results indicate that each aspect of transformational leadership has a notable effect on job satisfaction. Based on the findings, the study recommends that UR-CE empower managers to act as role models, implement effective feedback mechanisms, provide training on innovative leadership practices, and equip managers with personalized coaching and mentoring tools to address individual staff needs.