La mediación de la satisfacción laboral en la relación del estilo de liderazgo

y el compromiso organizacional

The mediation of labor satisfaction in the relationship of the leadership style and

organizational commitment

María Auxiliadora Guerrero-Bejarano

; Carlos Manosalvas-Vaca

; Claribel Rosario Salvador-

García

; Ima Milagros Carhuancho-Mendoza

; Aldo Alfredo Maino Isaías

; Daniel Ricardo Silva Siu

Universidad Internacional del Ecuador, Guayaquil, Ecuador

Universidad Estatal Amazónica de Ecuador, Puyo, Ecuador

Universidad César Vallejo, Lima, Perú

Universidad Privada Norbert Wiener, Lima, Perú

ORCID: 0000-0002-1412-5870

ORCID: 0000-0002-7521-069X

ORCID: 0000-0002-2147-3259

ORCID: 0000-0002-4060-5667

ORCID: 0000-0003-4054-1461

ORCID: 0000-0003-1783-6261

Recibido: 30 de agosto de 2020 Aceptado: 04 de febrero de 2021

Abstract

The objective of this work was to determine the relationship between job leadership style and job

satisfaction, and how this relationship affects organizational commitment; using the leadership

theory of Bass and Avolio, through the MLQ questionnaire. The organizational commitment was

measured with the tool generated from the Meyer and Allen theory and job satisfaction with the

Paul Spector questionnaire. The study was outlined with the theoretical basis of the quantitative

approach, deductive, cross-sectional method. Data collection was carried out through the survey

with the respective questionnaire for each variable, the sampling was for convenience, and 386

people participated voluntarily. Data were analyzed with an SEM model. The results show that the

data have a good fit according to the Chicuadrado test; in addition, convergent and divergent

validity was performed. Therefore, in Ecuadorian reality it was shown that transformational

leadership is related to job satisfaction (r = .55, p <0.05), while transactional leadership is

negatively related to satisfaction (r = -. 154, p <0.05). However, transactional leadership is not

Correspondencia al autor: maguerrerobe@uide.edu.ec

Apuntes Universitarios

, 2021: 11(

), abril-junio ISSN:

2304-0335 DOI: https://doi.org/10.17162/au.v11i2.657

apuntesuniversitarios.upeu.edu.pe

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235

related to organizational commitment (p> 0.05), and job satisfaction influences organizational

commitment (r = .608, p <0.05). The results obtained in the ecuadorian culture prove results of

previous studies carried out in other cultures, the transformational leadership style has a positive

impact on job satisfaction and organizational commitment, while the transactional leadership style

would have a negative impact with the other variables studied.

Keywords: Job satisfaction, organizational commitment, leadership, people management, work

management

Resumen

El objetivo de este trabajo fue determinar la relación entre el estilo de liderazgo laboral y la

satisfacción laboral, y cómo esta relación afecta el compromiso organizacional; utilizando la teoría

del liderazgo de Bass y Avolio, a través del cuestionario MLQ. El compromiso organizacional se

midió con la herramienta generada a partir de la teoría de Meyer y Allen y la satisfacción laboral

con el cuestionario de Paul Spector. El estudio se diseñó sobre la base teórica del enfoque

cuantitativo, deductivo, método transversal. La recolección de datos se realizó a través de la

encuesta con el respectivo cuestionario para cada variable, el muestreo fue por conveniencia y 386

personas participaron de manera voluntaria. Los datos se analizaron con un modelo SEM. Los

resultados muestran que los datos tienen un buen ajuste según la prueba de Chicuadrado; además,

se realizó validez convergente y divergente. Por tanto, en la realidad ecuatoriana se demostró que

el liderazgo transformacional se relaciona con la satisfacción laboral (r = .55, p <0.05), mientras

que el liderazgo transaccional se relaciona negativamente con la satisfacción (r = -. 154, p <0.05).

Sin embargo, el liderazgo transaccional no está relacionado con el compromiso organizacional (p>

0.05) y la satisfacción laboral influye en el compromiso organizacional (r = .608, p <0.05). Los

resultados obtenidos en la cultura ecuatoriana demuestran resultados de estudios previos realizados

en otras culturas, el estilo de liderazgo transformacional tiene un impacto positivo en la

satisfacción laboral y el compromiso organizacional, mientras que el estilo de liderazgo

transaccional tendría un impacto negativo con las demás variables estudiadas.

Palabras clave: satisfacción laboral, compromiso organizacional, liderazgo, gestión de personas,

gestión del trabajo

Introduction

Human behavior within companies is undoubtedly one of the most studied variables due to

the previous evidence that has shown the impact it has on their performance. In addition to its

ability to survive over time, the organizational commitment, which is defined as the desired

behavior among workers. It is one of the most important but also the most difficult to achieve.

According to a study, only 13% of workers are committed to the company they work in (Bersin,

Agarwal, Pelster y Schwartz, 2015) constituting the biggest challenge of bosses or business

leaders.

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The majority of studies of this type carried out in recent years were carried out in

European or Anglo-Saxon countries. This work sought to contribute by expanding research to

Latin America, specifically to Ecuador, to check if the results obtained previously resemble a

different cultural reality (Robbins, Judge, Millett y Boyle, 2013; Shanker, 2016; Shrama y Bajpai,

2010).

We sought to understand the behavior of service companies in Ecuador due to the growth

and importance of the industry for the generation of welfare. The permanent crises that affect the

countries have generated changes in the markets that are increasingly composed of service-

oriented companies, even when they continue to produce products. Globalization has forced

companies to seek better levels of competitiveness and service (Bejarano, 2018; Chib, 2016;

Garcia-Almeida, Fernández-Monroy y Saá-Pérez, 2015; Quintana, Park y Cabrera, 2015; Shanker,

2016); to return customers to consume their products, which generates higher profitability

(Bejarano, 2018; Chib, 2016; García‐Almeida, Fernández‐Monroy y Saá‐Pérez, 2015; Quintana,

Park y Cabrera, 2015; Shanker, 2016). Human resources play an essential role in this goal. Their

level of commitment is related to their level of performance (Chen, Lyu, Li, Zhou y Li, 2017;

Pantouvakis y Bouranta, 2013b).

Cultural aspects would also influence human behavior in collectivist cultures, for

example, people consider financial security more important than individual well-being

(Appelbaum, Louis, Makarenko, Saluja, Meleshko y Kulbashian, 2013; Van Der Wethuizen,

Pacheco y Webber, 2012).

In Ecuador, 77.3% of companies depend in some way on customer service (INEC, 2014),

despite this, the companies affected by this item do not have good results in general, which does

not allow generating greater well-being in the country (Daude y Fernández-Arias, 2010; Ordoñez,

2011; Rucalcaba, Gago, Ariano y Tripathi, 2016).

The aforementioned has, as a consequence, that despite being an item that generates

millions of jobs has a negative result in their balance, they are companies that fail to take advantage

of their importance and fail to have efficiency levels that allow them to be more profitable (Falconí,

2015).

Hofstede (1983) classifies Ecuador as a country of a collectivist culture, that is to say, that

it would have great distances of power and active avoidance of uncertainty. Those mentioned

above would mean that in order for an organization to be successful, it must be a collective concern

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for employees, which implies a concern for organizational culture. It should be noted that the

results obtained by the heads of groups are also affected by the national culture (Hofstede, 1983;

Al-Laymoun, 2017; Jha y Pandey, 2015). This study seeks to show if the transactional leadership

style has a better or equal performance than the transformational leadership style in employee

satisfaction and then if these relationships affect the level of present commitment.

Leadership styles

For this work, the proposal by Bass and Avolio (1990) that classify leadership into three

transactional, transformational, and laisse faire styles were chosen from among the different

leadership theories. This theory is one of the most studied and accepted for some decades, to

measure this variable, the authors created the Multifactor Leadership Questionnaire (MLQ), which

has been translated into different languages and validated in previous studies (Alonso, Sabiya y

Guirado, 2010).

Theoretically, transformational leadership is considered to encourage personal and

professional development in workers, as well as organizational principles, bosses who apply these

types of styles are usually aware of what the company's goals are and motivate teamwork for

achievement of objectives (Bass y Avolio, 2003; Bass y Avolio, 1994; Wang y Howell, 2010).

Transformational leaders often challenge their followers by understanding their needs, which can

generate innovation in the way they solve their problems (Jain, 2016).

That the leaders had a relationship of rewards with their followers was what was

customary, for the theory mentioned, this type of interaction is defined as transactional leadership

that is based on the compensation of the achievements obtained by the workers that can result in

levels of well-being in workers and better performance when applied correctly (Bass, 1988). The

transactional leader sets the goals of his team and how they will be compensated. It must be clear

when defining it, to ensure compliance, which becomes vital for the success of the model. Another

critical factor is the knowledge of the skills of the members of their teams to establish the

challenges properly, understanding that the focus of these leaders is the result obtained by their

team, not their personal development (Avolio, Bass y Jung, 1999; Bass, 1985; Bycio, Hackett y

Allen, 1995; Xirasagar, 2008; Yahaya, Ebrahim y Sheard, 2016).

The MLQ questionnaire is made up of six dimensions, divided between the three styles

(Bass, 1985) the transformational leadership represented by (a) the charism; (b) intellectual

stimulation and, (c) individualized consideration. Transactional leadership: (d) contingent reward

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and (e) administration by active exception; laisse faire represented by (f) passive avoidance

leadership (Avolio, Bass y Jung, 1999).

This study sought to establish whether there are differences due to the type of style that

the bosses apply with their work teams and the effect that this has on the perception of well-being

at work, that is, job satisfaction. Previous studies show a positive relationship between these

variables (Ali, Sidow y Guleid, 2013; Arzi y Farahdob, 2014; Bass, Avolio, Jung y Berson, 2003;

Cardona, 2000; Guerrero, Añazco, Valdivieso y Sánchez, 2018; Quintana, Park y Cabrera, 2015).

Other studies have resulted in differences in styles and their impact on satisfaction due to other

factors such as national culture, organizational, type of company, and the climate of the same (Bass,

1997; Hussain y Riaz, 2010; Politis, 2002; Vigoda-Gadot, 2007). According to Bass (1988), the

transactional leader can achieve positive results using his appropriate style, and the

transformational creates an environment of desirable commitment in companies. Other works that

have compared the two styles have found in their results that the Transformational leadership could

obtain better results when obtaining low staff turnover rates, higher job satisfaction and better

performance (Armanddi, Oppedisano y Sherman, 2003; Arzi y Farahdob, 2014; Bartram y

Casimir, 2007; Bhatti, Maitlo, Shaikh, Hashmi y Shaikh, 2013; Braun, Peus, Weisweiler y Frey,

2013; Hussain y Riaz, 2010; Yaghoubipoor, Tee y Ahmed, 2013; Zhao, Ghiselli, Law y Ma, 2016).

In this case, the national culture is a factor that influences the level of influence of the

leadership style in aspects such as satisfaction, according to various studies this would allow

affirming that no style can be considered superior to another in all cases, the two styles in different

Studies have yielded positive results with different variables such as job satisfaction (Hussain y

Riaz, 2010; Vigoda-Gadot, 2007; Avolio, Bass y Jung, 1999; Yiing y Ahmad, 2009). The type of

company is also a factor that affects this relationship (Nawaz, 2010). In this work, two dependent

variables were identified, the job satisfaction that is defined as an emotional state that affects the

employee's performance in the company, and the Organizational Commitment that is defined as an

attitude of the worker towards the organization (Gyamfi, 2014).

Job Satisfaction

Satisfaction is also defined as the worker's taste feels with his work, and it is affirmed that

he has a positive relationship with his well-being (Bandura y Lyons, 2014; Locke, 1976; Spector,

1997). Some previous work proved that job satisfaction influences the level of performance of

companies, defining that satisfied employees can satisfy customers. Likewise, generates better

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levels of profitability (Bejarano y Siu, 2017; Gounaris y Boukis, 2013; Khalilzadeh, Chiappa,

Jafari y Borujeni, 2013; Pantouvakis y Bouranta, 2013a; Zumrah y Boyle, 2015).

Factors such as gender and age influence employee satisfaction, making it easier to satisfy

older employees than by their levels of responsibility. They may feel satisfied in a stable work

environment, while younger generations look for jobs that generate more significant challenges.

In terms of gender, for women in general, salary is one of the most critical dimensions of

satisfaction, while for men, recognition (El Badawy y Magdy, 2015; Maamari, 2014; Saner y

Sadikoglu, 2016; Vetráková y Mazúchová, 2015).

This study has taken the satisfaction questionnaire developed by Spector (1985) that

establishes three main dimensions of satisfaction: (a) participation in decision making; (b)

organizational identification; and (c) the relationship between the employee and the leader (Pujol-

Cols y Dabos, 2018), this questionnaire has been translated and validated by its author in several

languages and culture.

Organizational commitment

The organizational commitment is the link that affects the permanence in the companies

of the employees, models their way of doing things, and decreases levels of rotation of the human

resource. It is a desired attitude for entrepreneurs but challenging to achieve (Ahluwalia y Preet,

2017; Cohen, 2007; Jernigan, Beggs y Kohut, 2002; Kuo, 2013; Meyer, Samley, Hercovich y

Topolnytky, 2002; Shanker, 2016). A high level of organizational commitment affects the

company's performance and how this effect produces better work climates, better willingness to

change and to the proper management of knowledge, as well as its generation (Shanker, 2016;

Karim y Rehman, 2012; Meyer y Herscovitch, 2001; Shurbagi, 2014; Feinstein, Vondradesk,

Martin, Ogawa, Dalbor, Stefanelli y Cannon, 2001).

Cultures and types of companies also affect the level of organizational commitment

within companies, for example, public companies tend to provide greater security among

employees, which generates a higher level of commitment in employees; Age, level of education

and time at work also influence this variable (Mahanta, 2012; Mathieu y Zajac, 1990; Savery y

Syme, 1996; Meyer y Allen, 1991).

Some studies have shown that the level of commitment is low in most companies despite

its importance, so this study aims to understand what affects it (Bersin, Agarwal, Pelster y

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Schwartz, 2015). The instrument used to measure organizational commitment corresponds to the

one defined based on the theory of Meyer & Allen (1991), which divides it into three dimensions:

(a) active commitment, (b) the commitment to continuity, and (c) the normative commitment (Jha

y Pandey, 2015).

Because leadership does not directly affect organizational commitment, job satisfaction

served a double function, in addition to being a dependent variable, it was a mediator for the

relationship between leadership style and organizational commitment, in the same way, national

culture (Keller, 2006; Walumbwa, Lawler y Avolio, 2007; Slocum y Hellriegel, 2009). National

culture politically and sociologically affects decision-making in companies, which also influences

the styles of leadership applied and the results obtained (Hofstede, 1983). The main objective of

this work was to relate the variables explained by identifying in the literature the existing

relationships and how the variables defined in the model can affect them (Robbins, Judge, Millett

y Boyle, 2013; Feinstein, Vondradesk, Martin, Ogawa, Dalbor, Stefanelli y Cannon, 2001; Vujičić,

Jovičić, Lalić, Gagić y Cvejanov, 2015; Bushra, Usman y Naveed, 2011) is shown in Figure 1.

Figure 1. A proposed conceptual framework

The questions that were sought to answer in this study a) To what extent does the style of

transactional leadership relate to the level of job satisfaction present in service companies within

the context of a collectivist culture? B) To what extent does the transformational leadership style

relate to the level of job satisfaction present in service companies within the context of a collectivist

culture? C) To what extent are job satisfaction and organizational commitment related to service

companies, within the context of a collectivist culture? These questions individually generated the

following hypotheses:

Transactional

Leadership

(VI)

Job

Satisfaction

(VD)

Organizational

Commitment

(VD)

Transformational

Leadership

(VI)

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H1: In collectivist cultures, there is a positive relationship between the style of transactional

leadership and the level of job satisfaction present in service companies.

H2: In collectivist cultures, there is a positive relationship between the transformational

leadership style and the level of job satisfaction present in service companies.

H3: In collectivist cultures, there is a positive relationship between the relationship of

leadership style and job satisfaction about the level of organizational commitment in service

companies.

Methodology

This study was quantitative, deductive, post-positivist, and transversal. Correlated the

variables in companies in the service sector in Ecuador. We worked with 386 valid answers, being

valid to apply the SEM method to analyze the data using SPSS and AMOS, the method of structural

equations has been used in previous studies (Long, Yong y Chuen, 2016; Shurbagi, 2014; Zahari y

Shurbagi, 2012; Chen, Lyu, Li, Zhou y Li, 2000).

Participants' goodwill was assumed as well as their condition to understand and answer

the surveys based on the truth properly; It is also assumed that the performance of companies is

affected by the leadership style and that companies with a better level of commitment get better

performance (Kuo, 2013; Anari, 2012).

The sample was non-probabilistic and convenience. The study was limited to companies

in the service sector of the city of Guayaquil, Ecuador. We sought to obtain a representative sample

of types of services, obtaining results from health companies, technological services, tourism,

industrial automation, education, among others. Three hundred eighty-six valid responses were

obtained out of a total of 405 sent. We worked with a total of 27 companies in the services sector,

and 15 employees of each were applied to people of middle management to reduce the risk of bias

in the responses.

Three questionnaires were used for tools for information gathering, (a) the multifactorial

leadership questionnaire (Avolio, Bass y Jung, 1999); (b) the three-dimensional organizational

commitment questionnaire (Jha y Pandey, 2015); and (c) the job satisfaction questionnaire (Spector,

1997), all three applied at the same time. The three instruments have been widely used, translated

into Spanish by their authors and validated in previous studies (Alonso, Saboya y Guirado, 2010;

Bartram y Casimir, 2007; Xirasagar, 2008; Yousaf, Sanders y Abbas, 2015; Zayas-Ortiz, Rosario,

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Marquez y Gruñeiro, 2015). The three surveys are made up of 5-point Likerd scales, except for the

job satisfaction score of 6; they have been validated presenting significant values using cron Bach

alpha (Long, Yong y Chuen, 2016; Zahari y Shurbagi, 2012; Chen, Lyu, Li, Zhou y Li, 2000;

Gunlu, aksarayli y Sahin, 2010; Komari y Djafar, 2013). A confirmatory factor analysis was

performed to establish the convergent and divergent validity of the constructs.

The analysis unit of this study was the organizations. The surveys were carried out in the

workplaces of the participants. The principles of confidentiality were maintained, and all the

participations were voluntary, being informed of the participation in the study. The data were treated

with the SPSS in version 24 and its AMOS application, which are the most used for studies of this

type. All the variables of the study are latent or unobservable, which is why a multivariate analysis

is carried out through structural equations, which allows us to observe different relationships at the

same time, allow us to work with ordinal scales such as Likert's and see the relationships between

variables, some previous studies that correlated these constructs used this methodology Cupani,

2012; Farzaneh, Farashah y Kazemi, 2014; Kuo, 2013; Manzano, 2017; Michel R. y Michel C.,

2012; Moon, Hur, Ko, Kim y Yoon, 2014; Ruiz, 2010; Thamrin, 2012).

Results

Three hundred eighty-six valid responses were obtained, 56.7% were women, 43.3% men,

53.7% have the undergraduate academic preparation, and the difference with postgraduate studies.

71.8% have 1 to 7 years of permanence in the company. More than 50% of the participants are

dedicated to the administrative area. Concerning the reliability of the scales of the constructs, it was

used using Cronbach's alpha, according to Ajzen (2002), for a scale to be considered reliable, a

result greater than or equal to 0.7 must be obtained; values less than 0.5 are not considered

acceptable, in the following table 1 we can observe each construct, its dimensions, and results

(Ajzen, 2006).

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Table 1

Reliability of the scales of each construct

Construct

Subconstructs

The Alpha of

Cronbach

Number of

Items

Transformational

Leadership

0.919

Idealized influence –

Attributes

0.70

Idealized Influence

(Behavior)

0.6

Inspirational Motivation

0.805

Intellectual Stimulation

0.615

Individualized Consideration

0.7

Transactional Leadership

0.7

Contingent Reward

0.7

Management by Active

Exception

0.627

Passive Exception

Management

0.70

Work Satisfaction

0.774

Satisfaction with Payment

0.6

Promotion

0.58

Supervision

0.656

Benefits

0.624

Contingent Rewards

0.674

Operating conditions

0.50

Coworkers

0.56

Nature of work

0.7

Conunication

0.69

Organizational

Commitment

0.914

Affective Commitment

0.86

Commitment to Continuity

0.772

Regulatory Commitment

0.81

All the scales obtained an acceptable result of reliability; after this, the proposed model is

analyzed, being able to observe the effects that the latent variables have between them,

characteristic of a structural model. According to Chion y Charles (2016) the criteria that identify

the model are: (a) one of the paths of each variable must be restricted to a value of one on the

measurement scale, and (b) the links of the errors of the observable and latent variables are restricted

to the value of one. After the model was identified, it was adjusted through (a) the Chi-square test

(with p-value> 0.20); (b) of the residual index of the standardized mean square root (SRMR), (c)

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comparative adjustment index (CFI) and (d) the mean square root index of the approximation error

(RMSEA). Figure 2 shows the simplified model:

Figure 2. Simplified proposed model

Table 2

Structural Model Adjustment Indices

Index

Value

Acceptance Level

Chi-cuadrado

9255.29

P < 0.00

3543

SRMR

0.045

≤ 0.05

CFI

0.973

≥ 0.95

RMSEA

0.006

≤ 0.06

CMIN/DF

2.612

< 5

All indexes are accepted according to the results obtained, which allows concluding that

the model has a good data fit. As the chi-square index is sensitive to the sample size, it must be

evaluated through the indices mentioned above. Convergent validity was assessed through the

analysis of the significance of the regression estimates between each observable variable with each

latent variable to which they correspond. Divergent validity was assessed by restricting the

correlation parameter between two latent variables to 1 and testing chi-square differences between

the restricted model and the unrestricted model. Pairs made the tests of constructs at the same time,

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and the two validity criteria were met in the model. To test these hypotheses, the estimated

regression weights between each of the constructs were analysed (Table 3).

The results show that there is a positive and significant relationship between

Transformational Leadership and Labor Satisfaction (0.552; p-value <0.05), which allows

accepting the H2 research hypothesis. However, the relationship between transactional leadership

and job satisfaction is negative, although significant (-0.154; p-value <0.05), leading to the

rejection of the H1 hypothesis. On the other hand, the relationship between job satisfaction and

organizational commitment is positive and significant (0.608; p-value <0.05), as well as the

relationship between transformational leadership and organizational commitment (0.218; p-value

<0.05). However, the relationship between transactional leadership and organizational

commitment is neither positive nor significant (-0.035; p-value> 0.05), which leads to partially

accept the H3 research hypothesis since there is only a relationship only of the transformational

leadership style and job satisfaction on the level of organizational commitment.

Table 3

Regression weights of the structural model leadership styles and

knowledge exchange

Relation

Estimate

Standardized

Estimate

Work satisfaction

Transformational

Leadership

1.505

0.552

0.159

.000

Work satisfaction

Transactional

Leadership

-0.419

-0.154

0.181

.020

Organizational

Commitment

Transformational

Leadership

0.746

0.218

0.173

.000

Organizational

Commitment

Transactional

Leadership

-0.120

-0.035

0.026

.210

Organizational

Commitment

Work Satisfaction

0.762

0.608

0.086

.000

Discussion

Statistically, the leadership style and job satisfaction influence the organizational

commitment of service companies in Guayaquil. The relationship between leadership styles and

organizational commitment are mediated by job satisfaction; consequently, it coincides with Shim,

Jo and Hoover (2015) because they explored the relationship between transformational leadership

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and organizational commitment. Besides, this relationship was mediated by organizational culture;

therefore, people's behaviour is similar to South Korea and Ecuador; the two cultures also have a

high-power distance and uncertainty avoidance level.

Collectivist cultures are positively related to the transactional leadership style and the

level of job satisfaction in service companies, on the other hand, transactional leadership does not

have a positive but significant relationship with job satisfaction (-0.154). In this sense, few

previous studies analyze the relationship between the variables of leadership styles, job satisfaction

and organizational commitment that include the transactional leadership style, which is why it was

merited to include them in this study, to understand that differences could be found in Ecuador in

the results due to cultural factors. It should be noted that in the previous study carried out in

Pakistan (Hussain Haider & Riaz, 2010) they showed that there is a culture similar to that of

Ecuador, it was also found that transactional leadership has a significant relationship with job

success (0.628), unlike than transformational leadership with career satisfaction (0.545). Finding

that the relationship between transactional leadership style and job satisfaction is significant but

negative, it is suggested in subsequent studies to analyze only one type of service company in order

to discover the positive relationship between transactional leadership style and job satisfaction.

Consequently, the results harmonize with the Ali, AYS, Sidow, MA and Guleid, H.S (2013)

because they studied the relationship between the two leadership styles (transformational and

transactional) and job satisfaction, showing that the two have a significant and positive relationship

(0.574) and (0.178) respectively.

There is a positive relationship between the transformational leadership style and the

level of job satisfaction in service companies; this hypothesis was confirmed according to the

results (0.55). Therefore, it agrees with Omar and FauziHussin (2013). They analyzed with the

support of a structural equations model the relationship between the transformational leadership

style and job satisfaction, in a sample of 100 people from academic institutions in Malaysia, where

it was shown that the culture is also similar to the Ecuadorian characteristics according to the

Hofstede model. In this work, each component of transformational leadership was related to job

satisfaction, finding that intellectual stimulation (0.548) would have the most significant

relationship with satisfaction, while individualized consideration is the dimension with the least

relationship with satisfaction (-0.510), in the In the present work, it was found that individualized

consideration (0.733) and idealized influence (0.680) would be the dimensions with the most

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significant influence on job satisfaction, no dimension gave a negative result, intellectual

stimulation obtained a result of 0.573, also significant, among the conclusions that were defined

in this work, they declared that the leader from the perspective of the administration or the direction

is one of the most essential sources or agents of change, the companies then must worry about

developing their bosses or managers to allow them to become leaders generating satisfaction in

their employees in order to achieve the common objectives of the organization (Omar &

FausiHussim, 2013). These data coincide with those obtained in the present study.

The H3 of this study defined that: in collectivist cultures, there is a positive relationship

between the relationship of leadership style and job satisfaction on the level of organizational

commitment in service companies, this was partially demonstrated because two leadership styles,

with the transformational leadership style the hypothesis confirms the relationship between

leadership style and job satisfaction has a positive and significant relationship with organizational

commitment (0.608). In previous studies analyzed, the results coincided with Shurbagi (2014)

because it related transformational leadership with job satisfaction and its effect with

organizational commitment, in the oil industry, a stratified sample correlation study analyzed using

SPSS. The tools widely used and validated in other studies of this type were used: Cronbach's

Alpha coefficient MLQ (0.92), TCOCQ (0.74) and JSS (0.82). The empirical results indicated that

organizational commitment affects the relationship between transformational leadership style and

job satisfaction, while the relationship between transformational leadership style, job satisfaction

and organizational commitment was a significant positive relationship in the oil sector in Libya. A

positive relationship was found between the variables and an effect of organizational commitment

in the relationship between transformational leadership and job satisfaction.

It also agrees with Thamrin (2012) because it analyzed transformational leadership's

influence on organizational commitment and job satisfaction in employee performance. This

quantitative study also used a structural equation model for its analysis, obtaining the following

results:

1. Transformational leadership would have a significant effect on organizational

commitment.

2. The transformational leadership style has a positive influence on the performance of

employees.

3. The transformational leadership style does not have a positive influence on job satisfaction.

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4. Organizational commitment has a positive influence on employee satisfaction as well as

on their performance.

5. Job satisfaction has a positive influence on employee performance.

According to Hofstede's theory, this study was conducted in Indonesia; this country's

national culture is very similar to that of Ecuador. The only different result that was obtained in

this study compared to the present work is the relationship between the transformational leadership

style and job satisfaction, whose result is 0.173 not significant, this result coincided with previous

studies analyzed by Thamrin that stated that it is necessary worker dissatisfaction for the use of

transformational leadership. In contrast, the results reflect a significant 0.55 relationship between

transformational leadership and job satisfaction in this study. In the conclusions of Thamrin's

(2012) work, he concluded that transformational leadership could be used to generate

organizational commitment in the members of the organization and thus improve the performance

of employees.

It also agrees with C.H. Chan and Mak (2014) because they sought to measure the

relationship between transformational leadership and organizational commitment, introducing the

variable pride analyzed from the follower's point of view, feeling proud of being a follower of a

particular leader. This study analyzed two of the three dimensions of organizational commitment,

normative and affective, finding that transformational leadership has a significant and positive

effect with these two dimensions of organizational commitment, mediated by the pride of being a

follower of a leader, it was found a positive relationship between pride in being a follower of a

particular leader and affective and normative commitment. It was concluded in this study that pride

in being a follower has a mediating effect between leadership style and organizational

commitment.

At the same time, it agrees with Dinc (2017) in view that it analyzed the impact of the

components of organizational commitment on job satisfaction and performance at work. An

analysis of factors and a study of the relationship and correlation between the variables were

carried out; 437 valid responses were analyzed, finding that affective and normative commitment

affect job satisfaction. The study concluded that companies could improve worker performance

through job satisfaction levels; this work was done in Bosnia. Regression analysis was used for

data management.

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Likewise, the results coincide with a study carried out in the United Arab Emirates (RAK)

because it was based on the relationship between organizational commitment, job satisfaction and

attitudes towards organizational change, this work concluded that the different dimensions of job

satisfaction have a significant effect on organizational commitment, also found that the dimensions

of organizational commitment affect the dimensions of organizational change. The author of this

study considers his discoveries relevant because companies can have about managing changes in

organizations from organizational commitment levels. Quantitative study with 352 valid

responses, Cronbach's Alpha, was used to analyze the variables' consistency and confirmatory

factor analysis for the relationship to be studied (Yousef, 2017).

García-Almeida, Fernández Monroy and Saá-Pérez (2015) analyzed the dimensions of

job satisfaction that could be considered more decisive to achieve organizational commitment in

the hotel industry of Gran Canaria, Spain. This study was carried out in a sample of 760 employees

from different hotels in the area finding that the importance of work, working conditions, direct

rewards, the relationship with managers and the policies of the human resources department are

the most critical dimensions to develop organizational commitment in this type of company.

Bruno Fabi, Richard Lacoursiere and Louis Raymond (2015) conducted a study to

understand the influence of high-performance work systems on job satisfaction, organizational

commitment, and the intention to leave the company. This work was analyzed in Canadian culture,

a country with a national culture instead of Ecuador. This study was carried out on 730 employees

in different organizations; this work was also carried out under the structural equations model.

However, this work did not analyze the same variables of the present investigation if it supports

that the actions that are determined from the management can affect organizational commitment

and job satisfaction and, consequently, the desire to leave the organization.

Another previous study analyzed the effect of organizational culture on the relationship

between transformational leadership and job satisfaction in the Libyan oil sector. This work was a

quantitative correlational. The data found a positive and significant relationship between the

variables (Zahari and Shurbagi, 2012).

Bushra, Usman and Naveed (2011) investigated the effect of transformational leadership

on job satisfaction, and organizational commitment of workers in the banking sector in Pakistan,

133 valid responses was analyzed out of a total of 200 randomly sent, using the linear regression

as a method for data treatment. This study concluded that there is a positive and significant

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relationship between the variables and that companies' productivity and performance depend on

the levels of satisfaction and commitment present in employees.

Limsila and Ogunlana (2008) examined how project managers' leadership styles are

related to the organizational commitment of their collaborators, a study carried out in Thailand, in

the construction sector with a sample of 156 people. Thailand's national culture is similar in

characteristics to those of Ecuador, although it has higher levels of individualism. This study found

that the transformational leadership style has a positive relationship with job performance and

organizational commitment. This study included the transactional leadership style in its analysis

to verify which leadership style was more effective in the research context, finding that the

transformational leadership style was more effective (0.818) while the transactional leadership had

less significance (0.196). This work concluded that the transformational leadership style for people

in Thailand would better affect the generation of better levels of organizational commitment due

to its power distance. Currently, the relationship between bosses and subordinates is less distant

than in the past. Results similar to those found in the present study.

Yeh (2008) explored in his work the effects of transformational leadership, organizational culture

and job satisfaction in the organizational performance of non-profit organizations in Taiwan, a

country with a culture similar to that of Ecuador, in this study it was found:

1. Transformational leadership style (0.543), organizational culture (0.623) and job

satisfaction (0.586) have a significant effect on the performance of organizations.

2. Job satisfaction has a mediating effect between leadership style and organizational culture.

3. Job satisfaction has a mediating effect on transformational leadership and company

performance. The sample consisted of 200 participants; regression analyses were carried

out, finding significant relationships between the variables according to what was indicated

above, concluding that the transformational leadership style has a positive effect on the

organization’s performance.

In this same year, an analysis of the effect of transformational leadership, organizational

culture and job satisfaction on the performance of non-profit organizations in Taiwan was carried

out, finding the following results:

1. Transformational leadership, organizational culture and job satisfaction have a significant

effect on the performance of companies.

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2. Job satisfaction does have a mediating effect between the transformational leadership style

and performance (Kuan Chi, H., Ren Yeh, H. & Chion Huei Y, 2008).

Concerning national culture, this work assumed the globally accepted Hofstede theory,

the reviewed works with which the results are contrasted are from 16 different countries, their

dimensions were revised to try to explain if the similarities or differences of the results could be

due to the national culture of each country. Ecuador is a country with a collectivist culture

according to the Hofstede model. Table 8 shows the values of the dimensions of the national culture

of the countries that have been part of the previously analyzed studies; it is found that some of the

Asian and Middle Eastern countries have cultures similar to the Ecuadorian, which could explain

why the results of the different studies are similar.

According to Hofstede (2002), Ecuador is one of the least individualistic countries

analyzed, which means that in this culture, people avoid conflicts to guarantee the harmony of the

group in which they operate. They can show many gestures of solidarity and empathy with the

members of their team, but in the same way, they can be somewhat hostile towards strangers or

new to a group in order to maintain the harmony of the group.

Ecuadorian culture is also considered more masculine, which implies that present conflicts

are generally resolved by allowing the strongest to win; there is great admiration for successful

people. Also considered a culture with high avoidance of uncertainty, which means high stress for

this cause, it is considered a continuous threat that must be fought, in this type of culture, there is

a greater need for laws and rules to follow. Ecuador has a great distance from power, which means

that it is a society with little equity, there are hierarchies out of necessity, people with power are

considered inaccessible and with privileges (Hofstede, 2002).

The Ecuadorian national culture would not have different results from other cultures

previously analyzed. According to the results obtained, the transactional leadership style that had

not been included in previous studies does not have a positive relationship with job satisfaction or

organizational commitment.

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Table 4

Dimensions of National Culture - Hofstede Theory

Countries

Individualism /

Collectivism

Power

distance

Masculinity/

Femininity

Avoidance of

uncertainty

Long-term

orientation

Indulgent

culture

Ecuador

Indonesia

South Korea

100

Thailand

Canada

China

Hong Kong

Libya

Australia

Arab

Emirates

Spain

Turkey

U. S

Iran

Taiwan

Croatia

Source: www.hofstede-insights.com

Conclussion

According to the results obtained, results obtained in previous studies are confirmed

(Alonso et al., 2010; Anari, 2012; Bartram & Casimir, 2007; Cuadrado & Molero, 2002; Fabi,

Lacoursière, & Raymond, 2015; Farahani, Taghadosi, & Behboudi, 2011; Gunlu, Aksarayli, &

Sahin Perçin, 2010; Herrera, Torres y Hutiérrez, 2019; Jernigan III et al., 2002; Komari & Djafar,

2013; MR Campbell, 2013; Seyal & Afzaal, 2013; Shurbagi, 2014; Singh & Gupta, 2015;

Xirasagar, 2008; Yousaf, Sanders, & Abbas, 2015; Zahari & Shurbagi, 2012; Zayas-Ortiz, Rosario,

Marquez, & Gruñeiro, 2015) who evaluated the influence of the transformational leadership style

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on organizational commitment or job satisfaction.

The Ecuadorian national culture would not have different results from other cultures

previously analyzed. The transactional leadership style that had not been included in previous

studies, according to the results obtained, does not have a positive relationship with job satisfaction

or organizational commitment. Therefore, it is recommended in future research to include the type

of company (public or private) to confirm if there is a difference with the results obtained in the

relationship of transactional leadership and its impact on job satisfaction and organizational

commitment. It could also generate a new analysis with types of specific service companies to

generate comparisons according to the characteristics of the companies, understanding that an

entrepreneurial services company, for example, could have different behaviors from a health

services, hospitality, or computer services company.

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