The power of productive organisational energy in relation to leadership style and job satisfaction: The context of Saudi Arabian universities By Zeyad Waleed H Abualhamael A thesis submitted in partial fulfilment of the requirements of the Manchester Metropolitan University for the Degree of Doctor of Philosophy Business School The Manchester Metropolitan University 2017 DECLARATION I declare that this Ph.D. thesis entitled “The Power of Productive Organisational Energy in relation to Leadership Style and Job Satisfaction: the context of Saudi Arabia Universities” has been compiled by me under the supervision of Dr. Linda Alker, Prof. Ben Lupton and Dr. Rosane Pagano. No part of the work referred to in the thesis has been submitted in support of an application for another degree or qualification of this or any other University or Institution. Signature: _____________________ Date: _________________________ 2 ABSTRACT Leadership as a research concept has been for many years – and still remains – an area of significance. The topic of leadership has been researched and debated a great deal; however, the leadership style adopted by higher education institutions within a particular context and culture has been considered very little. The primary aim of the Doctorate research study carried out herein is to examine and evaluate the relationship between leadership styles, i.e. transformational and transactional, productive organisational energy and academic and administrative staffs’ job satisfaction in public and private universities of Saudi Arabia. In fact, during the latest few decades, the leadership body of literature has expanded beyond the focus on traits and behaviours and also provided the theoretical basis for understanding the nature of each variable, which is highlighted in the research study. The present study was based completely on the quantitative research method approach. Data for the research were collected from the academics and administrative staff of two higher educational institutions in Saudi Arabia through the use of a survey questionnaire which was sent to more than 1,400 potential respondents. A theoretical framework was also assessed in an empirical study in Saudi Arabia, to examine the impact of leadership style on job satisfaction and the mediating role played by productive organisational energy – as observed in the relationship between leadership style and job satisfaction. The study is significant for practical purposes, as it can benefit organisations in identifying their need for a specific leadership style, in order to boost their employees’ productive energy and satisfaction. The relationship between leadership style, productive organisational energy and job satisfaction was tested theoretically and empirically. The research determined that in the public King Abdulaziz University, transformational leadership predicted neither job satisfaction nor productive organisational energy to a significant level, though transactional leadership did so. Conversely, for the private Dar Alhekma University, transformational leadership did predict job satisfaction and 3 productive organisational energy to a significant level, but transactional leadership did not manage to do so. Finally, a review of some of the limitations of the research study and several areas of future research are provided on the basis of the empirical and theoretical findings. 4 DEDICATION To my wife Rozan Baghdadi, soulmate and my other half. Also to my parents and only sister for their unconditional love, support and time. 5 ACKNOWLEDGMENTS It is true that human beings have been given an immense power of sensibility and purpose in life; however, these powers cannot be put into use and application without the interacting with others. The knowledge and resources that are received from other people and the nature are what help a person in achieving the things he/she desires. Hence, I would take this opportunity to thank each and every person who has helped me in finishing this work. My first vote of gratitude goes to my Director of study Dr. Linda Alker the great help and guidance at every step on this research journey. She has provided me with here great experience, knowledge, time and helpful advice without which this work would not have been completed. I am grateful to her for helping me to learn from my own errors and mistakes, learning that would help me throughout my life. She had taught me the real art of doing work, being positive and always energetic. I would also like to thank my supervisors, Professor Ben Lupton and Dr. Rosane Pagano for providing me with the resources and guidance to complete this work. It would not have been possible to timely finish my work, had I not learnt the art of punctuality, discipline and self-confidence from them. Special thanks and appreciation also are due to the Ministry of Higher Education in Saudi Arabia for funding the entire project. The graduate school and the administrative team for the doctoral programmes in Business school are also greatly appreciated for their time and support. Above all my admiration, I would also express my love and thanks for my lovely wife, Rozan Baghdadi for giving me unstoppable support and strength to finish this work, as it would not be achievable and manageable without her encouragement. Eventually, At last, I would also extend gratitude to my family for supporting me morally, physically and financially. I extend special thanks to my parents for giving me the resources and making me capable to reach this level and to my sister for always being there at my side. My prayers to Allah to keep the same blessings, care, and support for the rest of my life. 6 Table of Contents CHAPTER 1: AN INTRODUCTION ..................................................................................... 16 1. RESEARCH INTRODUCTION ...................................................................................... 16 1.1 PREAMBLE ............................................................................................................ 16 1.2 RESEARCH PROBLEM ............................................................................................ 17 1.2.1 CONTEXTUAL FEATURES AND RELEVANCE .......................................................... 18 1.2.2 THE POWER OF PRODUCTIVE ORGANIZATIONAL ENERGY ................................... 19 1.2.3 THE KINGDOM OF SAUDI ARABIA ....................................................................... 20 1.3 RESEARCH AIM AND OBJECTIVES ........................................................................... 22 1.5 OVERVIEW OF RESEARCH METHOD ....................................................................... 23 1.6 FRAMEWORK ....................................................................................................... 24 1.7 SIGNIFICANCE OF STUDY ....................................................................................... 25 1.8 THESIS STRUCTURE ............................................................................................... 26 1.9 SUMMARY ............................................................................................................ 27 CHAPTER 2: LITERATURE REVIEW ................................................................................... 28 2. A REVIEW OF LITERATURE ....................................................................................... 29 2.1 INTRODUCTION .................................................................................................... 29 2.2 CHALLENGES FACING HIGHER EDUCATION ............................................................ 31 2.3 LEADERSHIP ETYMOLOGY AND DEFINITIONS ......................................................... 34 2.4 LEADERSHIP VERSUS MANAGEMENT ..................................................................... 36 2.5 DEVELOPMENT OF LEADERSHIP THEORIES ............................................................. 38 2.5.1 TRAIT THEORY ................................................................................................... 38 2.5.2 BEHAVIORAL THEORY ........................................................................................ 39 2.5.3 CONTINGENCY THEORY ...................................................................................... 41 2.5.4 LEADERS AND FOLLOWERS – “NEW LEADERSHIP” ............................................... 42 2.6 LEADERSHIP IN CONTEXT ...................................................................................... 43 2.7 LEADERSHIP STYLE ................................................................................................ 47 2.7.1 SITUATIONAL ..................................................................................................... 48 2.7.2 DEMOCRATIC ..................................................................................................... 49 2.7.3 AUTOCRATIC ..................................................................................................... 51 2.7.4 TRANSACTIONAL ............................................................................................... 53 7 2.7.5 TRANSFORMATIONAL ........................................................................................ 60 2.8.2 THE CONCEPTUALISATION OF ORGANISATIONAL ENERGY AND THE ENERGY MATRIX ......................................................................................................................... 74 2.8.3 PRODUCTIVE ORGANIZATIONAL ENERGY............................................................ 80 2.9 LINKAGE BETWEEN LEADERSHIP