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Analysis of impacts of leadership styles on job
satisfaction of staff in the UK retailing industry
SUPERVISOR:
STUDENT NAME:
STUDENT ID:

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ABSTRACT
In terms of research aim, this study aims to analyse how job satisfaction of staff is impacted by
the leadership styles in the UK retail industry. In detail, in terms of research objectives, this
study wants to deepen the literature about leadership styles, job satisfaction and their
relations, to examine the influences of leadership styles on satisfaction of job of staff in the UK
retail industry and to assess the degree of satisfaction of job of employees in the UK retail
industry.
Concerning about the chosen methodology, this study chooses deduction approach, mixed
study method (using both quantitative method and qualitative method), in-depth interview and
questionnaire, convenience sampling, and size of sampling (5 managers of 5 UK retailing
companies for in-depth interview and 200 employees of the 5 UK retailing companies for
questionnaire). This study chooses approach of narrative analysis to analyse information that is
offered by in-depth interviews and quantitative quantitative approaches (approach of reliability
examination, approach of descriptive analysis and approach of regression analysis) to analyse
data collected from questionnaires.
For the study findings of this project, research results from questionnaire-based survey show
that there are the positive links between satisfaction of job of staff and two styles of leadership
– transformational leadership style and transactional leadership style in the UK retailing
industry but there is not any relationship between satisfaction of job of employees and the
leadership style – Passive/ avoidant leadership style in the UK retailing industry. Additionally,
research results from in-depth interview show that employees of retailing companies in the UK
have the high job satisfaction level thanks to the types of effective leadership – style of
transactional leadership and style of transformational leadership.

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TABLE OF CONTENTS
Abstract........................................................................................................................................... 2
Table of contents ............................................................................................................................ 3
Chapter 1: Introduction .................................................................................................................. 5
1.1 Background of study ................................................................................................................. 5
1.2 Reasons of study....................................................................................................................... 6
1.3 Aim of study, objectives of study and questions of study........................................................ 7
1.4 Research structure.................................................................................................................... 7
Chapter 2: Literature review........................................................................................................... 9
2.1 Introduction .............................................................................................................................. 9
2.2 Concept of style of leadership .................................................................................................. 9
2.3 Concept of employees’ satisfaction of job ............................................................................. 11
2.4 The impacts of leadership styles on satisfaction of job of employees................................... 12
2.4.1 The imapct of style of transformational leadership on satisfaction of job of employees .. 13
2.4.2 The imapct of style of transactional leadership on satisfaction of job of employees......... 14
2.4.3 The imapct of style of passive/ avoidant leadership on satisfaction of job of employees . 16
2.5 Earlier literature about the relation between style of leadership and satisfaction of job of
staff ........................................................................................................................................ 18
2.6 Conclusion............................................................................................................................... 20
Chapter 3: Methodology............................................................................................................... 22
3.1 Introduction ............................................................................................................................ 22
3.2 Approach of study................................................................................................................... 22
3.3 Method of study ..................................................................................................................... 22
3.4 Method of collecting data....................................................................................................... 23
3.4.1 Tools of data collection........................................................................................................ 23
3.4.2 Method and size of sampling............................................................................................... 24
3.5 Methods of analysing data ..................................................................................................... 25
3.6 Issues of ethics of study.......................................................................................................... 25

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3.7 Restrictions of the selected methodology.............................................................................. 26
3.8 Conclusion............................................................................................................................... 26
Chapter 4: Analyses and discussions of research results ............................................................. 27
4.1 Introduction ............................................................................................................................ 27
4.2 Research findings drawn from questionnaires....................................................................... 27
4.2.1 Demographics descriptions of staff offering information................................................... 27
4.2.2 Examination of the reliability of variables........................................................................... 28
4.2.3 The links of the styles of leadership and staff’s satisfaction of job in the UK retailing
industry ........................................................................................................................................ 29
4.3 Research results from in-depth interviews............................................................................. 33
4.3.1 Demographics description of interview............................................................................... 33
4.3.2 The employees’ job satisfaction level in the UK retailing industry ..................................... 34
4.4 Conclusion............................................................................................................................... 37
Chapter 5: Conclusion and Recommendations ............................................................................ 38
5.1 Introduction ............................................................................................................................ 38
5.2 Research conclusion................................................................................................................ 38
5.3 Research limitations and future study improvement............................................................. 39
5.4 Recommendations for managers of companies in the UK retail industry ............................. 40
5.5 Conclusion............................................................................................................................... 41
References……............................................................................................................................... 42
Appendix 1: Questionnaire ........................................................................................................... 47
Appendix 2: Questions used in in-depth interviews..................................................................... 51
Appendix 3: Data results from questionnaire............................................................................... 52
Appedix 4: Data results from in-depth interview......................................................................... 56

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CHAPTER ONE
INTRODUCTION
1.1 Background of study
It is crucial for leaders and managers to have the suitable style of leadership since it not only
influences their staff but also strategic effectiveness and organisational effectiveness (Ogbonna
and Harris, 2000). According to Bucic et al. (2010), staff satisfaction is regarded as a competitive
advantage of organisations because human resources decide the business success or the
business failure. However, it is not easy for organisation to achieve the competitive advantage
because there are too many human resources practices that organisations need to conduct to
make their human resources satisfied with jobs like training and development, reward policy,
career promotion policy, salary level, working conditions, organisational culture, etc. In
addition, leaders need to have individual attention to their staff and have the suitable
leadership style to enhance their staff.
The relation between staff satisfaction and leadership is one of the attractive issues of
researches among organisational behaviour researches, management researches, and
psychology researches. However, few of these researchers concentrate on the relation in the
context of the retailing industry in the United Kingdom (the UK). Therefore, this research will
look at the relation between staff satisfaction and leadership styles in the context of the UK
retailing industry. In the UK, there are about 539,000 companies that have business activities in
the retailing industry, accounting for 10.3% of the UK companies. In 2014, the UK retailing
industry employed about 4.41 million people, accounting for 15.8% of the total UK
employment. This is the industry in the UK that creates the highest number of jobs for people in
the nation. In addition, the UK retailing industry contributed GBP 180 billion to Gross Value
Added (economic output) of the nation in 2014, accounting for 11% of the total economic
output (Rhodes, 2015). With the importance of the UK retailing industry, this study focuses on
this industry to enhance its success and growth to increase its contributions to the UK economy
in the future.

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1.2 Reasons of study
This study is conducted because of the following three key rationales:
Firstly, Omar (2013) indicates that satisfaction of job has a close link between work productivity
and quality of delivering services, especially the service industry and the retailing industry
where employees are crucial people to deliver the high-quality services. Staff satisfaction also
has a great influence on staff turnover. Indeed, when organisations have employees with high
level of job satisfaction, their staff turnover level will be lower than organisations having low
job satisfaction employees. According to Emery and Barker (2007) and Voon et al. (2011), one
of crucial antecedents of job satisfaction is the leadership style. Therefore, it is important for
this study to explore how satisfaction level of employees is impacted by the leadership styles of
leaders.
Secondly, the links between different styles of leadership and staff satisfaction have been
proved by many researchers including Bucic et al. (2010), Omar (2013), Chaudhry and Javed
(2012) and Boateng (2012). With the concern of the leadership style contribution to staff
satisfaction in the retail industry in the UK, this study is conducted to offer evidences for
managers of companies in the UK retailing industry about impacts of leadership styles on staff
satisfaction. Then, this study will help managers of companies in the UK retailing industry
improve their leadership effectiveness to increase their staff’s job satisfaction.
Finally, this study indicates how job satisfaction of employees is impacted by the leadership
styles in the UK retail industry. Then, this study will be the literature for other studies that want
to understand the influences of the styles of leadership on staff satisfaction in the context of
the UK retailing industry. In other words, this study will enhance the amount of the literature
about how staff satisfaction is impacted by its antecedents including transactional, passive/
avoidant and transformational leadership styles. Because of the above reasons, this study
project’s title is as follows: “Analysis of impacts of styles of leadership on satisfaction of job of
staff in the UK retailing industry”.

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1.3 Aim of study, objectives of study and questions of study
the leadership styles in the UK retail industry. Concerning about research objectives and
research questions, this study has three research objectives and three research questions as
follows:
Research objectives:
- To deepen the literature about leadership styles, job satisfaction and their relations
- To examine the influences of leadership styles (style of transactional leadership, style of
transformational leadership and style of passive/ avoidant leadership) on job satisfaction of
staff in the UK retailing industry
- To assess the level of job satisfaction of staff in the UK retailing industry
Research questions:
- What are leadership styles, job satisfaction and their relations?
- How job satisfaction of employees is affected by leadership styles (style of transactional
leadership, style of transformational leadership and style of passive/ avoidant leadership) in the
UK retail industry?
- What is the degree of satisfaction of job of employees in the UK retail industry?
1.4 Research structure
This study follows the research structure as follows:
Chapter one – Introduction aims to offer basic understandings to readers in terms of the
context of this study, reasons for conduction of this study, goal of this study, objectives of this

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project, and questions of this research. Additionally, with the research structure presented in
this chapter, readers have what main contents of this study are.
Chapter two – Literature review critically analyses theories in relation to styles of leadership
and employees’ satisfaction of work. In particular, this chapter critically analyses concept of
leadership styles, concept of employees’ satisfaction of work and the impacts of styles of
leadership on satisfaction of work of staff. Then, hypotheses about the relation between
satisfaction of work and styles of leadership in the UK retail industry are proposed and a study
model is built based on the hypotheses.
Chapter three – Methodology aims to offer justifications for the chosen methodology. In detail,
this chapter offers an overview and explains reasons for using deduction approach, mixed study
method (using both quantitative method and qualitative method), in-depth interview and
questionnaire). In addition, this chapter indicates how data collected from in-depth interviews
and questionnaires are analysed, what requirements of study ethics need to be obeyed and
what restrictions of the chosen methodology are.
Chapter four – Analysis and discussion of research results aims to identify the influences of
styles of leadership on satisfaction of job of staff in the UK retail industry and to assess the
degree of satisfaction of work of employees in the UK retail industry. Additionally, this chapter
has the aim of comparing and contrasting the research findings with those of earlier studies.
Chapter five – Conclusion and recommendation aims to conclude all things that this study
explores from its data analysis process, to indicate study limitations that the future studies
need to reject and to propose recommendations or solutions for managers of companies in the
UK retailing industry to increase their leadership effectiveness to enhance their staff’s job
satisfaction level in the future.

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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter critically analyses theories in relation to styles of leadership and employees’
satisfaction of work. In particular, this chapter critically analyses concept of leadership styles,
concept of employees’ satisfaction of work and the links of styles of leadership and satisfaction
of work of staff. Then, hypotheses about the relation between satisfaction of work and styles of
leadership in the UK retail industry are proposed and a study model is built based on the
hypotheses. In other words, contents of this chapter are as follows: (1) concept of leadership
styles, (2) leadership styles, (3) concept of employees’ satisfaction of work, and (4) the impacts
of styles of leadership on satisfaction of work of staff.
2.2 Concept of style of leadership
In particular, according to Bass (1985), leadership style has been paid much attention since
1900s. The researcher indicates that a leadership style is the approach that the leader provides
the direction, conducts plans, and provides their subordinates with a motive for conducting
work better. There are many various styles of leadership which may be exhibited by managers
in business field, political field and other fields. Leadership style is regarded as the impact
relation between leaders and their subordinates in order to conduct in the effective way to
reach achievements of organisational goals (Bennis and Nanus 1985). The impact relation
means that the relation between individuals is not passive. Superiors and their subordinates
have mutual effects. Management is different from leadership. Indeed, managers associate
with managing problems in the short period in their company while leaders are related to large
issues.

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While early literature of leadership focused on power, features, effect, behaviour, and
situational methods of excellent and efficient leaders (Bass, 1985), current literature has
concentrated on the importance of subordinates and related leadership nature. The leadership
style is regarded as the way that interactions between subordinates and their leaders are
emphasized to guide the subordinates to achieve the common organisational purposes
(Northouse, 2010). This concept is regarded as the crucial subject of corporate behaviours that
include both individual interaction and organisational interaction (Obiwuru et al., 2011; Omar,
2013). According to Boateng (2012), style of leadership is regarded as how an individual plays a
role in leading his or her followers, how he or she reacts, how he or she makes decisions, how
he or she interacts with his or her followers and how he or she treats other peoples in his or her
company. Belonio (2012) defines leadership style as the way which leaders use to guide and
control their staff to gain organisational purposes according to their strategic direction and to
make right decisions of business and to inspire pride in their subordinates to conduct work-
related tasks better.
According to Omar (2013), leadership style is regarded as the capability of leadership of leaders
to make good decisions and inspire motivation in their employees to perform work better.
Effective leaders have the high capability to set up and gain challenging goals even in difficult
situations, to outperform their rivals, to forecast risks and to persevere to deal with the
business failure. Good communication skills, the ability to lead other people, self-confidence,
and the willingness to conduct organisational changes are also features of effective leaders. Arzi
and Farahbod (2014) indicate that leadership style is the process that leaders provide the
direction, implementing plans for business, and motivating their followers.

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There is crucial literature about leadership that demonstrates features of leaders and their
behaviours such as Trait theory, Contingency theory and other leadership theories (Sharma and
Jain, 2013). In particular, according to Turner and Muller (2005), trait literature reflects an
assumption – a leader is born and is not made. The assumption means that there are some
features that are valid and useful to classify between leaders and non-leaders such as intellects,
conscientiousness, and agreeableness (Horner, 1997). In contrast, contingency literature
emphasizes self-leadership and this means that the efficient leadership style is built through
situations like task, urgency and development (Houghton and Yoho, 2005). Therefore, under
different situations or circumstances, different style of leadership will be selected suitably.
2.3 Concept of employees’ satisfaction of job
There are many earlier studies defining job satisfaction. Locke (1976) defines satisfaction of job
as the emotional response of a staff from his assessments about job or particular aspects of the
job. Job satisfaction is affected by many elements like work conditions, the nature of work,
supervision, administration, policy, promotion, compensation, recognition, interpersonal
relations, and empowerment (Vroom, 1964). Quick (1998) recognises that every individual has
various purposes and it motives them when they believe that efforts and effectiveness will have
a positive relation, the high effectiveness will gain a reward, the reward will meet a crucial
demand and the expectation of satisfying the demand will be high enough to put the great
efforts. Vroom (1964) describes that the work motivations base on relations between valence
issue, instrumentality issue and expectancy issue. Expectancy is the staff belief which laborious
working will lead to the high working effectiveness. Instrumentality is the staff belief which high
effectiveness will result in rewards. Valence is value that an individual expects concerning about
rewards. Job satisfaction is regarded as how much an employee likes his or her job or the task
he or she is doing, job satisfaction does not relate to how a job can be well conducted by an
employee (Castillo and Cano 2004; Hughes et al., 2006).

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Satisfaction of job can make staff more productive, and more committed to their organisation.
Emery and Barker (2007) and Voon et al. (2011) indicate that the job satisfaction have been
substantially researched because it has large effect on effectiveness of work and productivity of
work. Employee satisfaction is regarded as the comfortable or positive feelings towards the
employees’ job experiences. There is a high importance for improving staff satisfaction because
it leads to lower staff turnover and enhances employee work productivity (Ogbonna and Harris,
2000; Ling et al., 2011; Boateng, 2012). According to Abdullah et al. (2011), there are many
variables are used to measure staff satisfaction, mainly the relations with supervisors, mutual
trust personal recognitions, co-operation, rewards, and loyalty.
2.4 The impacts of styles of leadership on satisfaction of job of employees
Currently, there are three main leadership styles, mainly style of transactional leadership, style
of passive/ avoidant leadership and style of transformational leadership (Boateng, 2012).
Among the leadership styles, the transformational leadership style is regarded as complex and
greatly influential leadership style compared with the two remaining leadership styles –
passive/ avoidant leadership and transactional leadership. According to Omar (2013), there is
the relationship between style of transformational leadership and employees’ job satisfaction
because transformational leaders offer suitable vision and clear missions, gain respect and trust
from their subordinates, and inspire pride in their staff. Bucic et al. (2010) recognise that there
is the link between transactional style and employees’ job satisfaction because transactional
leaders link work performance with individual benefits of staff to force their staff to conduct
their job better. According to Chaudhry and Javed (2012), there is the link between and
employees’ satisfaction of work and style of passive/ avoidant leadership. The style of passive/
avoidant leadership is regarded as passive way of leadership, and there are not any relationship
exchanges between the leader and their subordinations. The passive/ avoidant leadership style
shows a non-transactional leadership way that necessary and crucial decisions are not made by
passive/ avoidant leaders, their leadership responsibilities are ignored, actions are delayed by
them, and their authority is unused. Therefore, based on the previous the relationships
between the three main leadership styles (transformational, transactional and passive/

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avoidant styles of leadership) and satisfaction of work of staff, this study examines the link
between styles of leadership and employees’ satisfaction of work in the UK retail industry
through the three main leadership styles.
2.4.1 The impact of style of transformational leadership on satisfaction of job of employees
Style of transformational leadership is regarded as the flexible leadership way connecting the
leaders with their subordinates through the high degree of motivation and the high degree of
morality. It has a positive impact on work satisfaction of employees (Obiwuru et al., 2011). The
transformational leadership style is emerged from a combination of the contingency leadership
literature and trait and behavioural literature (Lussier and Achua, 2007). Leaders with this
transformational leadership style expect that the work results of their subordinates higher than
organisational goals (Boehnke et al., 2003). The style of transformational leadership pays
attention to the values, needs, expectations of the employees (Bass, 1985).
There are five crucial dimensions that are used to evaluate the effectiveness of style of
transformational leadership, namely, idealised impact, intellectual stimulation, inspirational
motivations, attributed charisma and individual considerations (Avolio et al., 1997; Voon et al.,
2011; Ahmad et al., 2013). Voon et al. (2011) indicate that idealized influence means that
transformational leaders are a good example for their staff in terms of taking the initiative,
understanding, and having the determination in completing work-related tasks. Intellectual
stimulation is the way that transformational leaders encourage their staff’s innovation and
creativity. Voon et al. (2011) and Belonio (2012) indicate that work satisfaction of staff is
positive affected by the transformational leadership style. Inspirational motivation means that
transformational leaders have a clear vision, indicate the meaning of work-related tasks, and
create good conditions for their employees to conduct challenging tasks. Attributed charisma
means that transformational leaders’ actions and speech can convince their subordinates to
conduct work-related tasks according to their leadership and can enhance the respect of their
subordinates. Individual consideration means that encouragement and support are built from
the relations between employees and leaders such as teaching and sharing opinions and

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knowledge. In addition, these dimensions may be reflected as the combination of five
characteristics of transformational leaders, mainly visioning, team-building, training,
inspiration, and stimulation (Boehnke et al., 2003). Arzi and Farahbod (2014) recognize the
importance of transformational leadership style to staff’s work satisfaction. In short, previous
research projects indicate the positive links of transformational style of leadership and work
satisfaction of staff in many industries since it encourages innovation and creativity of staff and
focuses on motivating staff to undertake their work according to organisational purposes.
Based on previous studies including Obiwuru et al. (2011), Voon et al. (2011), Belonio (2012)
and Arzi and Farahbod (2014) about the positive relation between work satisfaction of
employees and the transformational leadership style, this research proposes the following first
hypothesis to examine the link between style of transformational leadership and employees’
satisfaction of work within the UK retail setting:
H1: There is a positive link between transformational leadership style and employees’
satisfaction of job within the UK retail setting.
2.4.2 The impact of style of transactional leadership on satisfaction of job of employees
Transactional leadership style is defined as the leadership approach which leaders or bosses use
to lead their subordinates to achieve organisational goals and it is closely related to usage of
social behaviour exchanges with the purpose of maximizing organisational benefits at lowest
costs. Indeed, transactional leaders provide their subordinates with a motive for performing
work responsibilities through both intrinsic and extrinsic rewards. In the transactional
leadership style, if an employee conducts and accomplishes his or her work very well, he or she
will be rewarded by intrinsic or extrinsic rewards. In contrast, if an employee does not have
high commitment with his or her company and have low work performance, he or she will be
punished. Moreover, transaction leaders also help their employees know how to conduct work
for their company and how to complete the corporate purposes (Sadeghi and Pihie, 2012).
Transactional leadership style of managers enhances exchanges between the managers and
their subordinates and it has positive link with satisfaction of work of staff (Sadeghi and Pihie,

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2012). This transactional leadership style provides rewards to satisfy and meet expectations of
employees and then it positively affects on work satisfaction of staff (Boehnke et al., 2003).
Transactional leaders link work performance of their employees with benefits and rewards so
that they can provide their employees with a motive for performing their work-related tasks
better and it has a positive impact on work satisfaction of staff (Pedraja-Rejas et al., 2006).
Therefore, the most crucial issue of the transactional leadership style is regulatory strategy
(McCleskey, 2014). The two crucial dimensions are widely used to evaluate transactional
leadership style of managers, mainly random rewards and active managements by exception.
Active managements by exception refer that subordinates are controlled and monitored and
then transactional leaders can offer solutions for correct some wrong issues to help their
subordinates perform work-related tasks more effectively. Contingent rewards refer that
subordinates can gain rewards for high work effectiveness. In detail, if an employee puts great
efforts in conducting and completing his or her work-related tasks, his or her contributions are
recognized by the contingent and valid rewards. Such rewards that the employee receives from
the excellent implementation of an aim are random rewards. Transactional leaders will
communicate with their subordinates about what things need to be conducted to receive the
rewards and the transactional leadership has a positive link with work satisfaction of employees
(Voon et al., 2011).
Transactional leaders have active communication with their staff to explain how work-related
tasks have to be conducted and accomplished and help their staff know what rewards in the
case of excellent accomplishment of the tasks (Avolio et al. 1991). Spector (1997) indicates that
staff’s work satisfaction is a crucial concern of many organisations because it concentrates on
both perspective of humanitarian and perspective of utilitarian. Under the perspective of the
humanitarian, employees deserve to be treated equally and to be respected. Under the
perspective of the utilitarian, staff’s work satisfaction can result in their positive behaviours
that greatly influence business performance of organisations. According to Herzberg (1959),
factors (including salary, organisational policy, supervision, administration, relations with co-
workers, work environment, individual life, working security, recognition for employee
contributions, work responsibility, goal achievement, and the nature of work) have direct

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impacts on job satisfaction. Under the transactional leadership style, staff’s work satisfaction of
employees will be enhanced (Belonio, 2012; Arzi and Farahbod, 2014). In general, previous
research projects indicate the positive links of transactional style of leadership and work
satisfaction of staff in many industries because it links work performance of employees with
benefits and rewards so that they can provide the employees with a motive for conducting their
work-related tasks better according to organisational purposes. Based on previous studies
including Boehnke et al. (2003), Pedraja-Rejas et al. (2006), Voon et al. (2011), Sadeghi and
Pihie (2012), Belonio (2012) and Arzi and Farahbod (2014) about the positive relation between
work satisfaction of employees and the transaction leadership style, this research proposes the
following second hypothesis to examine the link between style of transactional leadership and
employees’ satisfaction of job in the UK retail setting:
H2: There is a positive link between style of transactional leadership and employees’
2.4.3 The impact of style of passive/ avoidant leadership on satisfaction of job of employees
Style of avoidant leadership is the way of of leadership of abdicating responsibilities and
avoiding make decisions. The leadership style has a negative link with satisfaction of work of
staff (Robbins, 2007). Such leaders do not expect that their leadership behaviours have impacts
on other people and they indicate either little or no management responsibilities (Belonio,
2012). The leadership style of such leaders focus on offering necessary materials and resources
to their staff, they only participate in answering questions of their staff, and they avoid offering
feedback to their staff (Bartol and Martin, 1994). The concept of passive/ avoidant leadership
style is defined by Osborn et al. (2008) as the leadership style of abdicating management
responsibility and focusing on avoiding make decision. In general, all the above researchers
consider the style of passive/ avoidant leadership through using their words but their concepts
about the passive/ avoidant leadership style are same.
According to Bass and Bass (2008) and Bormann and Abrahamson (2014), leaders with the
passive/ avoidant leadership style often do not want to have any interference in the process of

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making decisions and they often allow their staff to have the power to make individual
decisions about jobs. Then, the employees are free to conduct to conduct and accomplish work-
related tasks according to their own approaches and they have also the high responsibility for
their own work decisions. Such leaders avoid making decisions about work of their staff and do
not relate to work units because they allow staff to have complete freedom to make work
decision. Sometimes, leaders with the passive/ avoidant leadership style offer important
materials and resources to their subordinates and answer questions of employees but they
avoid offering feedback about work performance of their subordinates. Therefore, the passive/
avoidant style of leadership has negative link with staff’s work satisfaction. While style of
transformational leadership and style of transactional leadership can reflect the high impacts
on staff motivation, this style indicates lower than impacts on motivation compared with these
two leadership styles (Chaudhry and Javed, 2012). According to Osborn et al. (2008), Chaudhry
and Javed (2012), Belonio (2012) and Northouse (2015), there is the negatively significant
relation between passive/ avoidant style of leadership and staff’s satisfaction of job and the
leadership style is measure through main dimensions - Laissez-fair and passive managements
by exception. Passive managements by exception mean that avoidant leaders intervene in work
activities of their staff only when work standards are not satisfied or only when work
performance of employees are not equal to organisational expectations. Laissez-fair means that
passive/ avoidant leaders are not willing to affect or get involve in their employees’ work
activities. There is the negatively significant relation between avoidant style of leadership and
staff’s satisfaction of job because employees need the active attention from their leaders, and
expect feedback about their work performance from their leaders to improve their weaknesses.
However, the passive/ avoidant leadership style of leaders cannot satisfy the expectations. In
general, previous research projects indicate the negative links of passive/ avoidant style of
leadership and work satisfaction of staff in many industries because it only focuses on the
leadership of abdicating responsibilities and avoiding make decisions and then staff feels
dissatisfied with their work. Based on previous studies including Robbins (2007), Bass and Bass
(2008), Osborn et al. (2008), Chaudhry and Javed (2012), Belonio (2012), Bormann and
Abrahamson (2014) and Northouse (2015) about the negative relation between work

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satisfaction of employees and the passive/ avoidant style of leadership, this research proposes
the following third hypothesis to examine the link between passive/ avoidant style of
leadership and employees’ satisfaction of job within the UK retail setting:
H3: There is a negative link between style of passive/ avoidant leadership and employees’
2.5 Earlier literature about the relation between style of leadership and satisfaction of work
of staff
In fact, there is the increase in the quantity of projects in relation to the influences of styles of
leadership on staff’s job satisfaction. Based on the study findings from the project of Sageer et
al. (2012), leadership styles are regarded as one determinant for the contribution to work
satisfaction of human resources. In particular, the following table aims to list some crucial
research results of earlier researchers related to this study topic – Influences of leadership
styles on staff’s job satisfaction.
Table 1: Relevant literature about the relation between styles of leadership and staff’s
satisfaction of job
Researchers Methodology Variables Research findings
Voon et al.
(2011)
Quantitative
method, survey
strategy, data
collection through
questionnaire and
sampling size of 200
employees in the
public sector
Criterion variable is
staff’s job satisfaction
and predictor
variables are
transactional style of
leadership and
transformational
style of leadership
Transformational style of
leadership has positively
substantial effect on staff’s
work satisfaction in the public
sector but transactional style of
leadership has negative
influence on staff’s work
satisfaction in the public
sector.

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Belonio
(2012)
Quantitative
method, survey
strategy, data
collection through
questionnaire and
employees in the
banking industry of
Bangkok
and predictor
variables are
leadership, passive/
avoidant style of
leadership and
transformational
style of leadership.
There are significant relations
between criterion variable
(staff’s job satisfaction) and
predictor variables
(transactional style of
leadership, passive/ avoidant
style of leadership and
transformational style of
leadership) within the banking
industry of Bangkok.
Arzi and
Farahbod
(2014)
Quantitative
method, survey
strategy, data
collection through
questionnaire and
employees in the
hotel industry in Iran
and predictor
variables are
leadership and
transformational
style of leadership
Transactional style of
leadership and
transformational style of
leadership has positive
influences on staff’s job
satisfaction in the hotel
industry in Iran.

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According to Ogbonna and Harris (2000), Ling et al. (2011), Abdullah et al. (2011), Boateng
(2012) and Al-Ababneh (2013), job satisfaction is measured through main factors including
promotion, payment, supervision, fringe benefits, recognition, work conditions,
communication, and natural work. Therefore, this study measures the degree of working
satisfaction of staff within UK retail industry through the main factors. In order to evaluate the
degree of working satisfaction of work of employees in the UK retail industry, the following
fourth hypothesis is suggested:
H4: The level of satisfaction of job of staff within the UK retail setting is high.
2.6 Conclusion
This chapter has critically analysed theories in relation to styles of leadership and employees’
satisfaction of job. In particular, this chapter has critically analysed concept of leadership styles,
concept of employees’ satisfaction of job, and the links of styles of leadership (transformational
style of leadership, transactional style of leadership, and passive/ avoidant style of leadership)
and satisfaction of job of staff. After critically analysing the theories, there are four proposed
hypotheses to identify the relationships between styles of leadership and employees’
satisfaction of job. The four hypotheses are as follows:
H1: There is a negative link between style of transformational leadership and employees’
H2: There is a negative link between style of transactional leadership and employees’
H3: There is a negative link between style of passive/ avoidant leadership and employees’
H4: The level of satisfaction of job of staff within the UK retail setting is high.
As a result, the conceptual framework is finally concluded in the figure 1.

21
Figure 1: Conceptual framework of the research

22
CHAPTER THREE
METHODOLOGY
3.1 Introduction
The chapter aims to offer justifications for using deduction approach, mixed study method
(using both quantitative method and qualitative method), in-depth interview and
questionnaire). In addition, this chapter indicates how data collected from in-depth interviews
and questionnaires are analysed, what requirements and issues of study ethics need to be
obeyed and what limitations of the chosen methodology are.
3.2 Approach of study
When referring to research approach, researchers will often pay much attention to two ones,
induction and deduction. If using the deduction approach, researchers will initially review
literature closely correlated with their own study issues and will then deduce hypotheses from
the literature in their own study cases. If using the induction approach, researchers will initially
observe their own study phenomenon and will then develop new literature about the study
phenomenon through gathering data (Langdridge, 2007). This project’s approach is deduction.
Indeed, this study initially reviews literature the correlation between job satisfaction of staff
and leadership styles and then deduces hypotheses from the literature in the UK retailing
industry. Additionally, the deduction approach is applied because its project completion time is
shorter than the induction approach (Willig, 2013). With the restricted conduction and
completion time, this project chooses the deduction approach.
3.3 Method of study
When researchers expect that they can investigate their own study phenomenon through
numerical data, quantitative method will be suitable to the researchers. In contrast, when
researchers expect that they can use non-numerical information to investigate their own study

23
phenomenon, qualitative method will be appropriate to the researchers (Willig, 2013).
However, researchers feel that their own study phenomenon is only clarified when they use
both numerical data and non-numerical information. In this case, the mixed study method
utilizing both quantitative and qualitative methods (Coolican, 2014).
This project’s method is the mixed study method because that the study phenomenon - the
correlation between job satisfaction of staff and leadership styles in the UK retailing industry is
only clarified when they use both numerical data collected from questionnaires and non-
numerical information. Additionally, the mixed study method can utilize strengths and can
reject weaknesses of each study method (quantitative method or qualitative method) and then
the validity of this project will be increased (Teddlie and Tashakkori, 2008).
3.4 Method of collecting data
3.4.1 Tools of data collection
Because of usage of the mixed study method, two tools of gathering data that are used by this
project are in-depth interview and questionnaire. For questionnaire, this project uses the tool
of data collection to reach many individuals at the same time, to save data collection costs and
time, to gain uniform data from well-designed structure, to save numerical data to explore the
correlation between job satisfaction of staff and styles of leadership within UK retailing industry
(Morgan, 2013). Concerning about the questionnaire design, the author of this project is much
interested in questions’ words and order. Additionally, after completing the questionnaire
design process, a pre-test of the questionnaire was conducted through 20 sample participants
that are staff of companies in the UK retailing industry to have evaluation of the validity level of
the questionnaire. After the pre-test was conducted, there were any comments from the
sample participants and all questions of the questionnaire were answered by them. Hence, the
questionnaire was utilised to gain information from targeted people. There are 26 individual
questions in the questionnaire, mainly 4 questions applied to collect personal information of
participants and 22 questions applied to collect information about the correlation between job
satisfaction of staff and leadership styles within UK retailing industry (see table 2). Appendix 1
presents the questionnaire.

24
Table 2: The questionnaire’s basic structure
Content The number of
questions
The type of question References
Personal information
(gender, age,
working experience
and educational
degree)
1 – 4 Closed questions By the author of
this project
Transformational
style of leadership
5 – 10 Five-point scale questions Ahmad et al.
(2013)
Transactional style of
leadership
11 – 13 Bass and Bass
(2008) and
Northouse (2015)
Passive/ avoidant
style of leadership
14 – 16 Bass and Bass
(2008) and
Northouse (2015)
Job satisfaction 17 – 26 Al-Ababneh (2013)
Concerning about in-depth interview, this project uses in-depth interview to collect data from
individuals who are closely associated with the study topic to have very valid data to support
the numerical data collected from questionnaire to deepen the study issues (Miles et al., 2013).
Appendix 2 presents questions are used in the in-depth interviews.
3.4.2 Method and size of sampling
When referring to the method of sampling, two ones that researchers can choose are
probability sampling and non-random sampling. This project’s sampling method is non-random
sampling, especially sampling of convenience since it helps this project be convenient to collect
data. In other words, it helps this project reach participants more easily at lower costs (Clark

25
and Creswell, 2008). The sampling size for questionnaire is 200 employees of 5 UK retailing
companies for questionnaire because Hair et al. (1998) indicate that size of sampling of surveys
collecting data through questionnaires should be 150-200 individuals. The sampling size of
interview is 5 managers of the 5 UK retailing companies to have deeper information from them.
3.5 Methods of data analysis
This project applies two methods of data analysis, mainly qualitative analyses and quantitative
analyses. For the quantitative analyses, with using software of SPSS, this project conducts
descriptive approach to analyse level of work satisfaction of surveyed employees in the UK
retailing industry and describe their demographic information. In detail, the method of
descriptive statistics indicate detailed information associated with demographics of surveyed
staff in the UK retailing industry such as level of education, age, experience of work, and gender
and show whether the work satisfaction degree of the surveyed staff is high. In addition, this
project undertakes approach of reliability examination to have assessment how variables are
reliable and implements approach of regression analysis to identify the link of job satisfaction of
staff and styles of leadership in the UK retailing industry. For the qualitative data analysis, the
narrative analysis approach is used to ensure the integrity of the collected data from in-depth
interviews (Bazeley and Jackson, 2013).
3.6 Issues of research ethics
When referring to study ethics, researchers must have the concern of voluntariness, anonymity,
privacy and consent of participants, aim of using collected data, announcement of study
purpose for participants, behaviour of researchers, and influences of the project on participants
(Clark and Creswell, 2008). To assure that all issues of study ethics of the University are
followed, this project only collects data of participants who are voluntary and informs the
participants about purposes of the project. In addition, the privacy information of participants
is protected and their anonymity is ensured. All collected data are only used in the academic
project and the author of this project keeps the right attitudes during the time of collecting
information from participants.

26
3.7 Restrictions of the selected methodology
The selected methodology of this project has three main restrictions. First, the deductive
approach is not a flexible one since it does not create good conditions for new explanations of
study phenomenon (Teddlie and Tashakkori, 2008). Secondly, the total population of this
project is 205 individuals (5 managers of 5 UK retailing companies for in-depth interview and
200 employees of the 5 UK retailing companies for questionnaire) and the total population
cannot indicate all ideas of all employees in the UK retailing industry. Finally, the convenience
sampling cannot create good conditions for this project to achieve the data generalization
(Langdridge, 2007).
3.8 Conclusion
This chapter has offered justifications for using deduction approach, mixed study method (using
both quantitative method and qualitative method), in-depth interview and questionnaire,
convenience sampling, and size of sampling (5 managers of 5 UK retailing companies for in-
depth interview and 200 employees of the 5 UK retailing companies for questionnaire). This
chapter has also indicated reasons for choosing approach of narrative analysis to analyse
information from in-depth interviews and quantitative quantitative approaches (approach of
reliability examination, approach of descriptive analysis and approach of regression analysis) to
analyse data collected from questionnaires. Additionally, this chapter has described issues of
study ethics that need to be obeyed and limitations of the chosen methodology need to be
improved.

27
CHAPTER FOUR
ANALYSES AND DISCUSSIONS OF RESEARCH RESULTS
4.1 Introduction
In the chapter, it aims to describe demographic information examine the influences of
leadership styles (transactional style of leadership, passive/ avoidant style of leadership and
transformational style of leadership) on satisfaction of work of staff within UK retail setting and
to assess the degree of satisfaction of work of employees in the UK retail industry. Additionally,
this chapter has the aim of comparing and contrasting the research findings with those of
earlier projects.
4.2 Research findings drawn from questionnaires
4.2.1 Demographics descriptions of staff offering information
The author of this project delivered 200 questionnaires to 200 staff of 5 retailing companies in
the UK and gathered the 200 questionnaires. After this project evaluates all these 200
questionnaires, all these questionnaires are completely answered. The author of this project
uses SPSS software to analyses collected numerical data from these 200 questionnaires. The
demographics for these 200 staff of 5 retailing companies in the UK are presented in table 3.
Based on table 3, the surveyed male employees account for 76.5% of the total surveyed staff
while the surveyed female employees account for 23.5%. This shows that the quantity of male
staff of retailing companies in the UK is increasing in current time. Concerning about age, the
majority of surveyed employees of retailing companies in the UK aged 45 and below and this
shows that the quantity of young staff in the UK retailing industry tends to increase in recent
time. With respect to work experience, surveyed employees are people with the work
experience from 5 to 10 years, accounting for 63% of the total surveyed employees. In addition,
surveyed employees have the educational degree from the level of university upwards,
accounting for 84.5% of the total surveyed employees. Indeed, the UK in general and the UK
retailing industry has a large number of staff with the high education degree and then, UK

28
retailing companies can gain competitive advantages from employing the employees with high
professional degree and high skills.
Table 3: Demographics of surveyed staff
Demographics Frequency Percentage
Gender Male 153 76.5%
Female 47 23.5%
Age (years old) Under 25 53 26.5%
25 – 35 59 29.5%
36 – 45 57 28.5%
More than 45 31 15.5%
Work experience
(year)
Under 5 71 35.5%
5 – 10 126 63%
11 – 15 3 1.5%
More than 15 0 0%
Education level College 31 15.5%
Undergraduate 116 58%
Postgraduate 53 26.5%
4.2.2 Examination of the reliability of variables
Chirstiansen et al. (2014) describe that it is crucial for researchers to undertake the examination
of the level of reliability of items in a scale applied to evaluate a variable. The crucial condition
for the reliability level of items in a scale applied to measure a variable is that Cronbach’s alpha
of this variable is greater than 0.7. Hence, the project undertakes the examination of the level
of reliability of items in scales applied to measure four variables, mainly transformational style
of leadership, passive/ avoidant style of leadership, transactional style of leadership, and job
satisfaction through the condition of Cronbach’s alpha greater than 0.7. Table 4 indicates the
things of the examination of reliability.

29
Table 4: Results of reliability examination
Variables Encode Cronbach’s alpha
of variables
Transformational leadership style TRANSFORMATIONAL 0.978
Transactional leadership style TRANSACTIONAL 0.984
Passive/ avoidant leadership style PASSIVE 0.959
Job satisfaction SATISFACTION 0.969
In table 4, all four variables, mainly transformational style of leadership, passive/ avoidant style
of leadership, transactional style of leadership, and job satisfaction have the high reliability
because their coefficients of Cronbach’s alpha are greater than 0.7. Hence, all four variables are
maintained for the analysis of regression in the next sector of this project.
4.2.3 The links of the styles of leadership and staff’s satisfaction of job in the UK retailing
industry
Pallant (2005) describes that regression analysis method is very useful for researchers to
investigate the correlation between variables. The crucial condition that a variable influences
another variable is p-value (sig.) smaller than 5%. In this project, the author undertakes the
regression analysis to investigate the influences of leadership styles (transformational style of
leadership, passive/ avoidant style of leadership, transactional style of leadership, and job
satisfaction) on job satisfaction of employees in the UK retail industry and the condition for
conducting the regression analysis is p-value (sig.) smaller than 5%. Explored things of the
regression analyses are described in table 5 and 6.
Table 5: Model summary of staff’s job satisfaction in the UK retailing industry
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate
1 0.908 0.825 0.822 0.307

30
Table 6: Coefficients of staff’s job satisfaction in the UK retailing industry
Hypotheses Variables Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Confirmed/
Rejected
B
Std.
Error Beta
Constant 0.078 0.064 1.208 0.229
H1 Transformational
leadership style
(TRANSFORMATIONAL)
0.083 0.027 0.166 3.094 0.002 Confirmed
H2 Transactional leadership
style (TRANSACTIONAL)
0.850 0.081 0.739 10.448 0.000 Confirmed
H3 Passive/ avoidant
leadership style
(PASSIVE)
0.022 0.035 0.033 0.623 0.534 Rejected
The link between satisfaction of job of staff and transformational style of leadership within
the UK retailing industry
In table 6, p-value (sig.) of the variable – Transformational leadership style
(TRANSFORMATIONAL) is lower than 5% and the beta coefficient of the variable is 0.166. This
means that there is positive link between transformational style of leadership and employees’
satisfaction of job within the UK retail industry. Hence, H1 is confirmed in this project. The
research finding is similar to the literature of earlier projects including Obiwuru et al. (2011),
Voon et al. (2011), Belonio (2012) and Arzi and Farahbod (2014) because the studies recognize
that the transformational style of leadership focuses on values, needs, and wants of the
employees and transformational leadership style can be reflected as the combination of five
characteristics of transformational leaders, mainly visioning, team-building, training,
inspiration, and stimulation. All things of the transformational style of leadership lead to the
high satisfaction of work of staff.

31
In the UK retailing industry, transformational leaders are a good example for their staff in terms
of taking the initiative, understanding, and having the determination in completing work-
related tasks. Transformational leaders in the UK retailing industry encourage their staff’s
innovation and creativity, have a clear vision, indicate the meaning of work-related tasks, and
create good conditions for their employees to conduct challenging tasks, and have actions and
speech that convince their subordinates to conduct work-related tasks according their
leadership and enhance the respect of their subordinates. In addition, transformational
leadership style of leaders in the UK retailing industry enhances encouragement and support
for their staff and builds the good relations between the leaders and their employees thanks to
teaching and sharing opinions and knowledge. All things of the transformational leadership
style of leaders in the UK retailing industry have enhanced the level of satisfaction of work of
staff.
The link between satisfaction of job of staff and transactional style of leadership within the
UK retailing industry
In table 6, p-value (sig.) of the variable – Transactional leadership style (TRANSACTIONAL) is
lower than 5% and the beta coefficient of the variable is 0.739. This means that there is positive
link between transactional style of leadership and employees’ satisfaction of work within the
UK retailing setting. Hence, H2 is confirmed in this project. This is similar to the literature of
earlier projects including Boehnke et al. (2003), Pedraja-Rejas et al. (2006), Voon et al. (2011),
Sadeghi and Pihie (2012), Belonio (2012) and Arzi and Farahbod (2014) because the studies
recognize that the transactional leadership style bases work performance to offer rewards and
this affects the job satisfaction of employees. Indeed, transactional leaders provide their
subordinates with a motive for conducting work responsibilities through both intrinsic and
extrinsic rewards. In the transactional leadership style, if an employee conducts and
accomplishes his or her work very well, he or she will be rewarded by intrinsic or extrinsic
rewards. By contrast, if an employee does not have high commitment with his or her company
and have low work performance, he or she will be punished. Moreover, transaction leaders also

32
help their employees know how to conduct work for their company and how to complete the
corporate purposes.
In the UK retailing industry, transactional leaders link work performance of their employees
with benefits and rewards so that they can provide their employees with a motive for
performing their work-related tasks better and it has a positive impact on work satisfaction of
staff. The transactional leaders in the UK retailing industry keep track of all activities of their
staff and always provide feedback for their staff to avoid wrong activities of their staff. In
addition, all subordinates are controlled and monitored and then transactional leaders can
offer solutions for correct some wrong issues to help their subordinates perform work-related
tasks more effectively. Transactional leaders in the UK retailing industry make clear what
rewards their staff can expect to gain when organisational goals are achieved. In detail, if an
employee puts great efforts in conducting and completing his or her work-related tasks, his or
her contributions are recognized by the contingent and valid rewards. Such rewards which the
employee receives from the excellent implementation of an aim are random rewards. The
transactional style of leadership has positive link with work satisfaction of employees in the UK
retailing industry.
The link between satisfaction of job of staff and passive/ avoidant style of leadership within
the UK retailing industry
In table 6, p-value (sig.) of the variable – Passive/ avoidant leadership style (PASSIVE) is higher
than 5%. This means that there are not any relationships between passive/ avoidant style of
leadership and employees’ satisfaction of work within the UK retail setting. Hence, H3 is
rejected in this project. The research finding is not similar to the literature of earlier studies
including Robbins (2007), Bass and Bass (2008), Osborn et al. (2008), Chaudhry and Javed
(2012), Belonio (2012), Bormann and Abrahamson (2014) and Northouse (2015) because the
studies recognize that the passive/ avoidant style of leadership has negative impact on
satisfaction of job of staff. In particular, the studies indicate that passive/ avoidant leaders
intervene in work activities of their staff or take actions when work activities of their staff go
wrong and avoid making decisions. In other words, passive/ avoidant leaders intervene into

33
work process of their staff only when work standards are not satisfied or only when work
performance of employees are not equal to organisational expectation and they are not willing
to affect or get involve in their employees’ work activities. Then, there is the negatively
significant relation between passive/ avoidant style of leadership and staff’s satisfaction of
work because employees need the active attention from their leaders, and expect feedback
about their work performance from their leaders to improve their weaknesses. However, the
passive/ avoidant leadership style of leaders cannot satisfy the expectations. In the case of the
UK retailing industry, passive/ avoidant leaders do not have any influences on job satisfaction of
employees because the majority of leaders in the UK retailing industry use the transformational
style of leadership or the transactional style of leadership rather than passive/ avoidant style of
leadership to control and manage work conduction of their employees.
In general, after conducting the regression analyses, H1 and H2 are confirmed while H3 is
rejected. In other words, there are the positive relationships between job satisfaction of staff
and two leadership styles – Transformational style of leadership and transactional style of
leadership in the UK retailing industry but there is not any relationship between satisfaction of
job of staff and the leadership style – Passive/ avoidant style of leadership in the UK retailing
industry.
4.3 Research results from in-depth interview
4.3.1 Demographics description of interviewed managers
The author of this project conducted in-depth interviews of 5 managers of 5 UK retailing
companies. Information provided by the managers are valid and reliable because all these 5
managers have had much work experience and have had high knowledge about human
resource management practices to increase job satisfaction of their employees. The
demographics information of these 5 managers is showed in table 7.

34
Table 7: Demographics of interviewed managers
Demographics The number of
managers
Gender Male 2
Female 3
Age (years old) 30 – 40 2
More than 40 3
Work experience (year) 5 – 10 1
11 - 15 2
More than 15 2
Educational level Undergraduate 1
Postgraduate 4
4.3.2 The employees’ job satisfaction level in the UK retailing industry
The first manager of the first retailing firm in the UK described that “I am using the
transformational leadership style to control and manage my subordinates. Benefits of the
transformational leadership style are that it encourages my staff’s innovation and creativity,
that it connects me with my subordinates and that it achieves the high degree of motivation and
the high degree of morality of my subordinates. It has a positive impact on work satisfaction of
my employees. However, difficulties of the transformational leadership style are that I must
have deep understandings all needs and expectations of my employees and that I must have a
clear long-term vision and take much energy and time in order to create trust and convinces my
subordinates to believe in my vision. The job satisfaction level of my subordinates is high thanks
to my efficient transformational style of leadership and then I will continue to use the
transformational leadership style in the future to retain the level of satisfaction of work my
subordinates”.
The second manager of the second retailing firm in the UK said that “I am using the
transactional leadership style to manage my employees because benefits of transactional

35
leadership style are that it helps me have active communication with my employees to explain
how work-related tasks have to be conducted and accomplished, that it helps my employees
know what rewards in the case of excellent accomplishment of the tasks, that it helps enhance
my employees’ motivation and that my staff satisfy with their work thanks to transactional
leadership. However, the transactional leadership style has some difficulties such as there is
high reliance on the leader, and creativity of employees is limited because employees fear
punishment in the case of low work performance. The job satisfaction level of my employees is
high because of my effective transactional leadership style. I will continue to use the
transactional leadership style in the future to develop level of satisfaction of work of my
employees”.
The third manager of the second retailing firm in the UK described that “I am using the
transformational leadership style to lead and manage my followers. I recognize the importance
of transformational leadership style to my followers’ work satisfaction. Indeed, benefits of the
transformational leadership style are that it creates good conditions for my followers to
increase their creativity and innovation, that it builds a strong relation between me and my
followers, that it increases employee motivation and morality of my followers and that it
enhances job satisfaction level of my followers. However, difficulties of the transformational
leadership style are that I have to take much time and put forth great efforts in building trust
and convince my followers to believe in my current vision and that I have to understand and
meet all expectations of my followers to ensure their motivation. The job satisfaction level of my
followers is high due to my effective transformational leadership style. I will continue to use the
transformational style of leadership in the future to enhance the job satisfaction level of my
followers”.
The fourth manager of the fourth retailing firm in the UK said that “The transactional leadership
style is applying by me. Benefits of transactional leadership style are that it helps me enhance
commitment and work performance of my staff through rewards, that it helps enhance my
staff’s motivation and that it increases my staff’s job satisfaction. However, the transactional
leadership style has some difficulties such as there is limited creativity of employees who fear

36
punishments in the case of low work results and there are conflicts between employees who
want to gain the high rewards. The job satisfaction level of my staff is high because of my good
transactional leadership style. I will continue to apply the transactional leadership style in the
next years to enhance the job satisfaction level of my staff”.
The fifth manager of the fifth retailing firm in the UK said that “The transformational style of
leadership is using by me. Benefits of transformational leadership style are that it helps me
enhance motivation, morality and creativity of my staff and that it helps enhance my staff’s job
satisfaction. However, the transformational leadership style has some difficulties such as I must
always keep track of my staff’s expectations and I must meet all expectations of my staff. It is
not easy to conduct things. The job satisfaction level of my staff is high because of my good
transformational leadership style. I will continue to enhance the effectiveness of the
transactional leadership style in the next years to increase the job satisfaction level of my staff”.
Through the information provided by the five managers of the five retailing companies in the
UK, this project recognizes that employees of retailing companies in the UK have the high job
satisfaction level thanks to the effective leadership styles – transformational style of leadership
and transactional style of leadership. Therefore, H4 is confirmed. The benefits of the
transformational leadership style are it encourages employees’ innovation and creativity, that it
connects leaders with their subordinates, that it achieves the high degree of motivation and the
high degree of morality of their subordinates, and that it enhances employees’ job satisfaction.
However, the difficulties of the transformational leadership style are that leaders must have
deep understandings all needs and expectations of their employees and that they must have a
clear long-term vision and take much energy and time in order to create trust and in order to
convince their subordinates to believe in their vision. The benefits of transactional leadership
style are that it helps leaders have active communication with their employees to explain how
work-related tasks have to be conducted and accomplished, that it helps employees know what
rewards in the case of excellent accomplishment of the tasks, that it helps enhance employees’
motivation and that employees satisfy with their work thanks to transactional leadership style.
However, the difficulties of the transactional leadership are that there is limited creativity of

37
employees who fear punishments in the case of low work results, that there are conflicts
between employees who want to gain the high rewards and that there is high reliance on
leaders.
4.4 Conclusion
Research results from questionnaire-based survey show that there are the positive links
satisfaction of work of staff and two styles of leadership – Transformational style of leadership
and transactional style of leadership in the UK retailing industry but there is not any
relationship between satisfaction of work of staff and the leadership style – Passive/ avoidant
style of leadership in the UK retailing industry. Research results from in-depth interview show
that employees of retailing companies in the UK have the high job satisfaction level thanks to
the effective styles of leadership – transformational style of leadership and transactional style
of leadership.

38
CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
The chapter concludes all things that this project explores from its data analysis process, to
indicate study limitations that the future studies need to reject and to propose
recommendations or solutions for managers of companies in the UK retailing industry to
increase their leadership effectiveness to enhance their staff’s job satisfaction level in the
future.
5.2 Research conclusion
the leadership styles in the UK retail industry. In detail, in terms of research objectives, this
study wants to deepen the literature about leadership styles, job satisfaction and their
relations, to examine the influences of leadership styles (transactional style of leadership,
passive/ avoidant style of leadership and transformational style of leadership) on satisfaction of
work of staff within UK retail setting and to assess degree of satisfaction of work of employees
in the UK retail industry. To evaluate whether this study has achieved the research aim and the
three research objectives, the research conclusions are indicated as follows:
Firstly, this study critically analyses theories in relation to styles of leadership and employees’
satisfaction of work. In particular, this project critically analyses concept of leadership styles,
concept of employees’ satisfaction of work and the impacts of styles of leadership
(transformational leadership style, transactional leadership style, and passive/ avoidant
leadership style) on satisfaction of work of staff. In this case, the first study objective has been
achieved by this study project.
Secondly, research results from questionnaire-based survey show that there are the positive
relationships between job satisfaction of staff and two styles leadership – Transformational

39
style of leadership and transactional style of leadership in UK retailing industry but there is not
any relationship between satisfaction of work of staff and the leadership style – Passive/
avoidant style of leadership in the UK retailing industry. In this case, the second study objective
has been achieved by this study project.
Finally, research results from in-depth interview show that employees of retailing companies in
the UK have the high job satisfaction level thanks to the effective leadership styles –
transformational style of leadership and transactional style of leadership. In this case, the last
study objective has been achieved by this study project.
5.3 Research limitations and future study improvement
Although this study has many values, it has some restrictions as follows:
Firstly, this research project only investigates the links of styles of leadership and satisfaction of
work of staff within UK retail setting. In the future studies, it is important to expand the study
scope in other industries in the UK such as the automobile industry, and the food and beverage
industry.
Secondly, this study project only investigates the relation between styles of leadership
(transactional style of leadership, passive/ avoidant style of leadership and transformational
style of leadership) and job satisfaction of employees the UK retail industry. In the future
studies, it is crucial to investigate other factors impacting satisfaction of work of staff within UK
retail setting.
Thirdly, it only focuses on the UK retailing industry. In the future studies, it is necessary to
investigate the relation between styles of leadership styles (transactional style of leadership,
passive/ avoidant style of leadership and transformational style of leadership) and job
satisfaction of employees in the retailing industry in other developed countries like the United
States and Germany, and developing countries like China and Vietnam.
Finally, total population of this project is 205 individuals (5 managers of 5 UK retailing

40
questionnaire) and the total population cannot indicate all ideas of all employees in the UK
retailing industry. In the future studies, it is important to expand the total study population.
5.4 Recommendations for managers of companies in the UK retail industry
This study project proposes some recommendations or solutions for managers of companies in
the UK retailing industry to increase their leadership effectiveness to enhance their staff’s job
satisfaction level in the future as follows:
Firstly, the transformational leadership style is regarded as the flexible leadership way
connecting the leaders with their subordinates through the great levels of motivation and the
high degrees of morality. Additionally, the transformational leadership style helps enhance job
satisfaction of employees. Thus, managers of retailing companies in the UK should use the
transformational leadership style effectively to increase the work results of their subordinates
higher than expected things. In particular, they should focus on social needs, values and
expectations of the employees. They must ensure five characteristics of transformational
leaders, namely, visioning, training, inspiration, team-building and stimulation.
Secondly, the transactional leadership style is the leadership approach which leaders or bosses
use to lead their subordinates to achieve organisational goals through rewards. The
transactional style of leadership helps enhance satisfaction of work of staff. Thus, managers of
retailing companies in the UK should use the transactional leadership style effectively to
provide their subordinates with a motive for performing work responsibilities through both
intrinsic and extrinsic rewards. In particular, if an employee conducts and accomplishes his or
her work very well, he or she will be rewarded by intrinsic or extrinsic rewards. In contrast, if an
employee does not have high commitment with his or her company and have low work
performance, he or she will be punished.
Finally, the passive/ avoidant style of leadership is the style of leadership of abdicating
responsibilities and avoiding make decisions. The leadership style does not have any effects on
satisfaction of work of staff within UK retail industry. Hence, managers of retailing companies in
the UK should not use passive/ avoidant leadership style. Indeed, passive/ avoidant leaders do

41
not have any impacts on other people and they indicate either little or no management
responsibilities.
5.5 Conclusion
This chapter has concluded all things that this study explores from its data analysis process, has
indicated study limitations that the future studies need to reject. Additionally, this chapter has
helped this study propose recommendations or solutions for managers of companies in the UK
retailing industry to increase their leadership effectiveness to enhance their staff’s job
satisfaction level in the future. However, the relation between job leadership of staff and
leadership styles in the UK retailing industry can change in the next years because needs and
expectations of employees in the UK retailing industry are fast increasing. Thus, other
researchers can investigate this study topic in the next years.

42
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47
APPENDIX 1
QUESTIONNAIRE
Dear Sir/ Madam
I am undertaking a study about investigation of links of styles of leadership and satisfaction of
work of staff within retail setting in the United Kingdom (the UK). I expect that you can help me
complete this study through providing data in relation to the relation between satisfaction of
work of staff and styles of leadership in UK retail industry. I thank you very much.
I. Demographic information
II. Links between styles of leadership and satisfaction of work of staff within UK retail
industry
Please indicate your standpoints about the links of styles of leadership and satisfaction of work
of staff within UK retail setting by circling the following five-point scale:

48
No.
Content 1 2 3 4 5
Transformational leadership style
5 Idealised influence 1 2 3 4 5
6 Inspirational motivations 1 2 3 4 5
7 Intellectual stimulations 1 2 3 4 5
8 Individual considerations 1 2 3 4 5
9 Attributed charisma 1 2 3 4 5
10 Satisfaction on transformational leadership 1 2 3 4 5
Transactional leadership style
11 Contingent reward 1 2 3 4 5
12 Passive management by exception 1 2 3 4 5

49
13 Satisfaction on transactional leadership 1 2 3 4 5
Passive/ avoidant leadership style
14 Active management by exception 1 2 3 4 5
15 Laissez-fair 1 2 3 4 5
16 Satisfaction on passive/ avoidant leadership style 1 2 3 4 5
Job satisfaction
17 Payment 1 2 3 4 5
18 Promotion 1 2 3 4 5
19 Fringe benefits 1 2 3 4 5
20 Supervision 1 2 3 4 5
21 Recognition 1 2 3 4 5
22 Working conditions 1 2 3 4 5
23 Co-workers 1 2 3 4 5
24 Natural of work 1 2 3 4 5

50
25 Communication 1 2 3 4 5
26 The general level of satisfaction of work 1 2 3 4 5

51
APPENDIX 2
QUESTIONS USED IN IN-DEPTH INTERVIEW
1. What is your leadership style (transformational style of leadership, transactional style of
leadership and passive/ avoidant style of leadership)?
2. What are benefits from your leadership style?
3. What are difficulties from your leadership style?
4. What is your subordinates’ job satisfaction level thanks to your leadership style?
5. Will you use your current leadership style in the next years?

52
APPENDIX 3
DATA RESULTS FROM QUESTIONNAIRE
1. Demographics of surveyed staff
GENDER
Frequency Percent Valid Percent
Cumulative
Percent
Valid Male 153 76.5 76.5 76.5
Female 47 23.5 23.5 100.0
Total 200 100.0 100.0
AGE
Cumulative
Percent
Valid Under 25 53 26.5 26.5 26.5
From 25 to 35 59 29.5 29.5 56.0
From 36 to 45 57 28.5 28.5 84.5
Over 45 31 15.5 15.5 100.0
Total 200 100.0 100.0
WORKING EXPERIENCE
Cumulative
Percent
Valid Under 5 years 71 35.5 35.5 35.5
5 - 10 years 126 63.0 63.0 98.5
11 - 15 years 3 1.5 1.5 100.0
Total 200 100.0 100.0
EDUCATIONAL LEVEL

53
Cumulative
Percent
Valid Colleage 31 15.5 15.5 15.5
Undergraduate 116 58.0 58.0 73.5
Postgraduate 53 26.5 26.5 100.0
Total 200 100.0 100.0
2. Reliability examination
2.1 Transformational leadership style
Reliability Statistics
Cronbach's Alpha N of Items
.978 5
2.2 Transactional leadership style
.984 2
2.3 Passive/ avoidant leadership style
.959 2

54
2.4 Job satisfaction
.969 9
3. Regression analysis
Variables Entered/Removed
b
Model Variables Entered Variables Removed Method
1
PASSIVE,
TRANSFORMATIONAL,
TRANSACTIONAL
a
. Enter
a. All requested variables entered.
b. Dependent Variable: SATISFACTION
Model Summary
Model R R Square Adjusted R Square
Std. Error of the
Estimate
1 .908
a
.825 .822 .307
a. Predictors: (Constant), PASSIVE, TRANSFORMATIONAL, TRANSACTIONAL
ANOVA
b
Model Sum of Squares df Mean Square F Sig.
1 Regression 87.226 3 29.075 307.550 .000
a
Residual 18.529 196 .095
Total 105.755 199
a. Predictors: (Constant), PASSIVE, TRANSFORMATIONAL, TRANSACTIONAL
b. Dependent Variable: SATISFACTION

55
Coefficients
a
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .078 .064 1.208 .229
TRANSFORMATIONAL .083 .027 .166 3.094 .002
TRANSACTIONAL .850 .081 .739 10.448 .000
PASSIVE .022 .035 .033 .623 .534
a. Dependent Variable: SATISFACTION

56
APPENDIX 4
DATA RESULTS FROM IN-DEPTH INTERVIEW
The first manager of the first retailing firm in the UK:
“I am using the transformational style of leadership to control and manage my subordinates”.
“Benefits of the transformational leadership style are that it encourages my staff’s innovation
and creativity, that it connects me with my subordinates and that it achieves the high degree of
motivation and the high degree of morality of my subordinates. It has a positive impact on work
satisfaction of my employees”.
“Difficulties of the transformational leadership style are that I must have deep understandings
all needs and expectations of my employees and that I must have a clear long-term vision and
take much energy and time in order to create trust and convinces my subordinates to believe in
my vision”.
“The job satisfaction level of my subordinates is high thanks to my efficient transformational
leadership style”.

57
“I will continue to use the transformational leadership style in the future to retain the level of
satisfaction of work my subordinates”.
The second manager of the second retailing firm in the UK:
“I am using the transactional leadership style to manage my employees”.
“I am using the transactional leadership style to manage my employees because benefits of
transactional leadership style are that it helps me have active communication with my
employees to explain how work-related tasks have to be conducted and accomplished, that it
helps my employees know what rewards in the case of excellent accomplishment of the tasks,
that it helps enhance my employees’ motivation and that my employees are satisfied with their
jobs thanks to transactional leadership”.
“The transactional leadership style has some difficulties such as there is high reliance on the
leader, and creativity of employees is limited because employees fear punishment in the case of
low work performance”.
“The level of satisfaction of work of my employees is high because of my effective transactional

58
“I will continue to use the transactional leadership style in the future to develop the level of
satisfaction of work of my employees”
The third manager of the third retailing firm in the UK:
“I am using the transformational style of leadership to lead and manage my followers”.
“I recognize the importance of transformational leadership style to my followers’ work
satisfaction. Indeed, benefits of the transformational leadership style are that it creates good
conditions for my followers to increase their creativity and innovation, that it builds a strong
relation between me and my followers, that it increases employee motivation and morality of
my followers and that it enhances job satisfaction level of my followers”.
“Difficulties of the transformational leadership style are that I have to take much time and put
forth great efforts in building trust and convince my followers to believe in my current vision and
that I have to understand and meet all expectations of my followers to ensure their motivation”.
“The job satisfaction level of my followers is high due to my effective transformational

59
“I will continue to use the transformational style of leadership in the future to enhance the job
satisfaction level of my followers”.
The fourth manager of the fourth retailing firm in the UK:
“The transactional style of leadership is applying by me”.
“Benefits of transactional leadership style are that it helps me enhance commitment and work
performance of my staff through rewards, that it helps enhance my staff’s motivation and that
it increases my staff’s job satisfaction”.
“The transactional leadership style has some difficulties such as there is limited creativity of
employees who fear punishments in the case of low work results and there are conflicts between
employees who want to gain the high rewards”.
“The job satisfaction level of my staff is high because of my good transactional leadership style”.
“I will continue to apply the transactional leadership style in the next years to enhance the job
satisfaction level of my staff”.

60
The fifth manager of the fifth retailing firm in the UK:
“The transformational style of leadership is using by me”.
“Benefits of transformational leadership style are that it helps me enhance motivation, morality
and creativity of my staff and that it helps enhance my staff’s job satisfaction”.
“The transformational leadership style has some difficulties such as I must always keep track of
my staff’s expectations and I must meet all expectations of my staff. It is not easy to conduct
things”.
“The job satisfaction level of my staff is high because of my good transformational leadership
style”.
“I will continue to enhance the effectiveness of the transactional leadership style in the next
years to increase the job satisfaction level of my staff”.

61
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