| Abstract [eng] |
The master's thesis analyzes the links between leadership styles and employee job satisfaction in the agricultural sector. The aim of the study is to analyze the theoretical concepts of leadership styles and job satisfaction and to investigate the links between leadership styles and employee job satisfaction. To achieve this goal, three tasks were set: (1) to analyze the development of the concept of leadership and the main theories of leadership styles; (2) to analyze the theoretical perspectives of job satisfaction, identifying key factors and measurement instruments; (3) to determine the links between leadership styles and employee job satisfaction in the agricultural sector. The theoretical part of the work analyzes the development of the concept of leadership, revealing the transition from traditional trait theories to behavioral and situational models. Modern leadership models—transformational, transactional and laissez-faire—are also analyzed, emphasizing the manager's ability to motivate employees, structure tasks, communicate expectations and provide autonomy. The specifics of the application of these leadership styles are examined taking into account the organizational context and the nature of the activity, emphasizing that their impact on employees may vary depending on the specifics of the sector. The analysis of job satisfaction is based on a synthesis of classical and modern theories—Herzberg's two-factor theory, Locke's concept of value–expectation dissonance and the application of the Multidimensional Job Satisfaction Model developed by Spector (1994). The analysis of the literature allows job satisfaction to be treated as a multidimensional construct, encompassing emotional, cognitive and social aspects as well as factors of the organizational environment. This approach is particularly relevant in the agricultural sector, where the nature of work, seasonality and practical experience can significantly shape employees' job satisfaction and their attitudes towards leadership styles. The research methodology is based on a systematic analysis of scientific literature and a quantitative study conducted using a questionnaire. Statistical data analysis was performed using SPSS software, applying descriptive statistics, Cronbach α reliability analysis, non parametric Spearman correlation and Kruskal–Wallis criteria. The study used standardized and scientifically based instruments: the Global Transformational Leadership Scale, the Contingent Reward Scale, the Leader Reward Omission and Punishment Omission Scales, and the Job Satisfaction Survey, which allowed for a reliable assessment of the expression of leadership styles and the level of employee job satisfaction. The reliability analysis of the scales used showed high internal consistency. The results of the study revealed that transformational and transactional leadership styles in the agricultural sector are viewed favorably and are considered quite typical, especially in terms of clear communication of goals, structured work organization and employee support. Employees positively assess the ability of managers to communicate expectations, provide feedback and create conditions for effective work performance. Meanwhile, the features of the laissez-faire leadership style are less common and are rated lower, especially in cases where they are associated with the manager's avoidance of responsibility or insufficient involvement. However, the research data suggest that a certain withdrawal of the manager in agricultural activities can be perceived not only as passivity, but also as trust in the independence and professional experience of employees. |
