0.5 Roberts, k., & Sampson, p. (october 2011). a study of principal  (Page 2/6)

The trait theory was further examined through personality traits of leadership. Peterson, et al. ((2003) determined that a leader’s personality does affect organizational performance. Tichy and Bennis (2007) discussed the judgment decisions of leaders as based on courage and character based on strong values. They state that good decisions are made when leaders have the courage to follow their values. Zaccaro et al. (1991) found that leaders’ characteristic of social awareness and their ability to make decisions is based on this self perception of the needs of the group.

Studies on leadership continue to be researched and studied by researchers. Davis and Leon (2011) identified 20 principles on effective leadership. The Ohio State University Leadership instrument called the Q12 was developed as part of the trait theory of leadership. The components of leadership patterns in the Q12 instrument were identified as consideration and structure (Fleishman, 1973). Consideration is the relationship between the leader and the other group members. It is the participative inclusion of others in the decision making process. Structure is defined as behaviors that leaders use to define their roles and the activities of the group.

Researchers have studied transformational, participative, and transactional leadership and the relationship to organizational commitment and job satisfaction (Bersen&Linto, 2005; Rad&Yarmohammadian, 2006). The researchers that have found a relationship between transformational leadership and job satisfaction has grown in the last decade (Nielsen, Yarker, Randall,&Munir, 2009; Berson&Linton, 2005). Nielsen, Yarker, Randall, and Munir (2009) found a relationship between transformational leadership and job satisfaction. Other researchers have examined the environment to determine if the political nature of the workplace is related to job performance as an indirect link to job satisfaction (Rosen, Levy,&Hall, 2006). They found that job satisfaction, increased work outcomes. Ismail, Zainuddin, and Ibrahim (2010) found that leaders who were able to use participative and consultative styles of leadership had a positive relationship with job satisfaction.

Ram and Prabhakar (2010) found a positive relationship between job satisfaction and job involvement with transformational leadership. Sahkin and Sahkin (2003) concluded transformational leaders drive higher performance by giving people the opportunity to make meaning for themselves. Educator’s perceptions of their leader’s style of leadership has been studied as it affects the educator’ job satisfaction. Rad and Yarmohammadian (2006) studied leadership styles and job satisfaction and found that a positive relationship between job satisfaction and leadership styles produced higher job performance.

Julian (2005) studied the leadership traits of CEOs and job performance. They found some traits have a relationship to their effectiveness. Collins (2001) found that great leaders had a strong drive while remaining modest and humble.