The TQM Journal

Leader personality traits and employee job satisfaction in the media sector, Kenya
Mary Agnes Wambui Kiarie, Loice C. Maru, Thomas Kimeli Cheruiyot,
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

Article information:
To cite this document:
Mary Agnes Wambui Kiarie, Loice C. Maru, Thomas Kimeli Cheruiyot, (2017) "Leader personality
traits and employee job satisfaction in the media sector, Kenya", The TQM Journal, Vol. 29 Issue: 1,
pp.133-146, https://doi.org/10.1108/TQM-09-2015-0117
Permanent link to this document:
https://doi.org/10.1108/TQM-09-2015-0117
Downloaded on: 15 February 2019, At: 04:06 (PT)
References: this document contains references to 68 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 2892 times since 2017*
Users who downloaded this article also downloaded:
(2014),"Personality traits and simultaneous reciprocal influences between job performance and job
satisfaction", Chinese Management Studies, Vol. 8 Iss 1 pp. 6-26 <a href="https://doi.org/10.1108/
CMS-09-2011-0079">https://doi.org/10.1108/CMS-09-2011-0079</a>
(2016),"The roles of employee job satisfaction and organizational commitment in the internal
marketing-employee bank identification relationship", International Journal of Bank Marketing, Vol.
34 Iss 6 pp. 821-840 <a href="https://doi.org/10.1108/IJBM-06-2015-0097">https://doi.org/10.1108/
IJBM-06-2015-0097</a>

Access to this document was granted through an Emerald subscription provided by emerald-
srm:543713 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald
for Authors service information about how to choose which publication to write for and submission
guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as
well as providing an extensive range of online products and additional customer resources and
services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the
Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for
digital archive preservation.

*Related content and download information correct at time of download.

 The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/1754-2731.htm

Leader
Leader personality traits and personality
employee job satisfaction in the traits

media sector, Kenya

Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

Mary Agnes Wambui Kiarie, Loice C. Maru and 133

Thomas Kimeli Cheruiyot Received 17 September 2015
Department of Marketing and Management Science, Revised 7 December 2015
1 April 2016
Moi University, Eldoret, Kenya Accepted 16 May 2016

Abstract
Purpose – The purpose of this paper is to determine the effect of leader personality traits on employee job
satisfaction. A leader personality trait on employee job satisfaction remains a cause of concern in the
contemporary business environment.
Design/methodology/approach – The study employed an explanatory research design to establish the cause-
effects between leader personality traits and employee job satisfaction. Path goal theory and Big Five-factor model
of personality traits underpinned the study. Questionnaire was used to obtain data pertaining to the model’s
constructs. A multiple regression equation model tested the hypotheses.
Findings – The study showed that leader extraversion; openness to new experiences; emotional stability;
conscientiousness and agreeableness have significant effects on employee job satisfaction. The study thus
concluded that leaders who portray extraversion; openness to new experiences; emotional stability;
conscientiousness and agreeableness enhance employee job satisfaction.
Research limitations/implications – This study was only limited to leader personality traits and employee
job satisfaction; as such further research area could be undertaken in leader personality traits and
organizational adaptation to change.
Practical implications – Leaders need to communicate to employees effectively, listen to their input and
feedback, mentoring and empowering them, be innovative and creative, embracing the determination of
standards for task performance and be empathetic.
Social implications – As organizations are exposed to changes, not only to prosper but also to survive in
the current dynamic changing environment, leaders must be cognizant of the fact that employee job
satisfaction is the bedrock of sustainable organizational performance.
Originality/value – The paper enhances on how leader personality traits (Big Five-factor model of
personality traits) affects employee job satisfaction and performance in organizations.
Keywords Employee job satisfaction, Leader personality traits, Media groups in Kenya
Paper type Research paper

Introduction
In the contemporary business environment, human potential represents the most important
organizational resource and each organization needs a strong leader personality. Effective leader
personality and employee job satisfaction are two factors that have been regarded as
fundamental for organizational success. A capable leader provides direction for the organization
and leads followers towards achieving desired goals. In similar vein, employees with high job
satisfaction are likely to exert more effort in their assigned tasks and pursue organizational
interests. An organization that fosters high employee job satisfaction is also more capable of
retaining and attracting employees with the skills that it needs (Rad and Yarmohammadian,
2006). Leaders in today’s most successful organizations are aware that internal changes must go
along with what is happening in the external environment (Daft, 2005). Organizations must get
exposed to change, not only to prosper but also to survive in today’s dynamic changing
environment. Changes in leadership behavior and its effect on employee job satisfaction also The TQM Journal
come about through leader personality traits in addition to leadership styles. Vol. 29 No. 1, 2017
pp. 133-146
Leader personality traits are the idea that people are born with certain character traits, since © Emerald Publishing Limited
1754-2731
certain traits are associated with proficiency leadership. It assumes that if people are identified DOI 10.1108/TQM-09-2015-0117
 TQM with the correct traits then it would be easy to identify leaders. Studies have shown that traits
29,1 are in born such as willingness to help one another, eagerness to show forgiveness, genuinely
caring, honest, inspiring, forward looking, competent, and intelligent. However, studies have
also found that traits are not universal but depend on the situations. At the same time effective
leadership in one economy may not be effective in another economy (Shead, 2007).
Organizations are currently focusing on the leadership ability, preferred style, and
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

134 competence of senior managers/leaders, because of the growing evidence regarding the
influence of leaders’ personality traits on the productivity, performance, and satisfaction of
employees (Carmeli, 2003; Kotze, 2004; Whetton and Cameron, 2002; McMurray, 2003).
Research indicates that not only do leaders’ values and behaviors shape organizational
culture and their preferred approach to the management of their subordinates but also helps
to form the organizational culture (McMurray, 2003; Martins et al., 2004). Furthermore, it
also indicates a link between leaders’ emotional competence and their preferred personality
type (Coetzee et al., 2006; Higgs, 2003). There is a greater amount of employee commitment
within subcultures that are partially shaped by the behavior of their leader. Studies have
shown that employees are more satisfied in their job function, if they have a good
relationship with their leaders (Worrell, 2004).
In organizations, human capital is getting more importance in today’s economy and is
considered the most valuable asset because it plays a major role in the progress of an
organization and society as a whole. Though finance is considered the life blood for an
organization but the proper management of these financial resources depends upon its human
resources. So every organization wants to have the best human resources to achieve its
objectives but this can only be possible when it has a satisfied workforce because a satisfied
workforce exerts more efforts and works hard to achieve organizational objectives (Dormann
and Zapf, 2001). The more the employees are satisfied with their jobs, the more efforts they will
exert to achieve organizational objectives (Blakely et al., 2003), and satisfaction of employees
with their jobs has a direct effect on the success of the organization (Shaukat et al., 2012).
Organizations can achieve success when its employees are committed, and hard work
can be possible only when they are satisfied with their jobs. Job satisfaction is a way to
attract and retain the best people in the organization. Job satisfaction can be defined as a
positive emotional response from the assessment of a job or specific aspects of a job, or,
more simply, how much a person likes his/her job or tasks that make up a job (Hugnes et al.,
2006). Employees’ job satisfaction is very important for organization because it ultimately
impacts on its development. Compare to past, employees are more concerned with their jobs
now and expect to get more satisfaction. Job satisfaction is now a basis for them to stay in
the current organization or leave it for another (Bosman and Nalla, 2009). Job satisfaction
has major impact on employees’ productivity and organizations that have satisfied
workforce surpass other organizations (Lim, 2007).
Employee job satisfaction has become an important corporate objective in recent years.
Leader personality traits may be a determining factor in the success of an organization in
satisfying employees. Leader personality traits have a significant influence on the way leaders
relate, think, feel, see, and even respond to other people (Alkahtani et al., 2011). Job satisfaction
refers to the sincere feelings of an employee towards his work performance. Amongst all the
different factors that have an influence on employee job satisfaction, leadership has been seen
as one of the most important and crucial in every organization. A number of different studies
which have been carried out in various countries concluded that there is a positive correlation
between leadership and employee job satisfaction (Rad and Yarmohammadian, 2006).
Many factors may enhance job satisfaction of employees like working conditions, work
itself, supervision, policy and administration, advancement, compensation, interpersonal
relationships, recognition, and empowerment but leader personality has a major relationship to
enhance employees’ job satisfaction (Castillo and Cano, 2004). The quality of leader-employee
 relationship has a significant relatedness with employees’ job satisfaction and employees Leader
feel satisfied and comfortable with leaders who are supportive (DeCremer, 2003). personality
Employees feel stress when they have to work with a leader who is unsupportive and traits
whose behavior is negative. Negative leader-employee relationship has various adverse
impacts on the employees as it reduces productivity, increases absenteeism and the turnover to
the organization can also be quite high (Keashly et al., 1994; Ribelin, 2003).
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

An employee’s job satisfaction level depends on various intrinsic (emotion, personality 135
among others) and extrinsic (communication, working conditions among others) factors.
His overall satisfaction with the job is a combination of various factors, where financial
compensation is only one of them. Leaders’ role in enhancing employees’ job satisfaction is
to make sure the work environment is positive, morale is high and they have the resources
they need to accomplish the tasks they have been assigned.
Leaders no longer rely on their hierarchical positions to attain organizational goals.
In order to get best result from subordinates, leaders need to encourage high morale, a spirit of
involvement, cooperation, trust, and a willingness to work by adapting desirable leadership
behavior (Asuquo, 2007). The choice of leaders’ behavior influences the internal environment.
Leaders need to involve employees in defining and developing vision statements. Chuang
(2003) notes that the excellent leader not only inspires subordinate’s potential to enhance
efficiency but also meets their requirements in the process of achieving organizational goals.
In most cases employees leave their bosses not their jobs, when they switch from one
organization to another. Usually, when employees enter a position in an organization, they
have an expectation of getting along with his or her leader and aspire to develop a positive
working relationship (Elpers and Westhuis, 2008). Problems develop when an employee
begins experiencing difficult interactions with his or her leader, which causes the employee to
feel unwanted or unworthy to perform his or her job function satisfactorily over time (Harvey
et al., 2007). In a study performed by Harvey and colleagues, the group found that employees
developed an intention to leave their position because the leader was unsupportive, showed
favoritism to other employees, was difficult to interact with and had given the employee a
feeling that they had done something wrong or are unworthy. Leaders, who had soft skills
promoted employee engagement, improved morale, personal effectiveness, and brought
desirable changes in employees who benefited the organization (Rahim and Psenicka, 2005).
Soft skills included showing empathy towards others, control over their emotions, understood
employee’s feelings including themselves while making decisions, receiving feedbacks, and
motivated employees (Chen et al., 2006).
For many years leadership has been studied and has been the fascination of academics
and business people alike (Kotterman, 2006). According to Mayer et al. (2004), leader’s
personality traits can be useful in analyzing leaders’ preferred styles as a significant
characteristic of organizational culture yet, despite all this research, very little is known
about the defining characteristics of an effective leadership (Dulewicz et al., 2005).
In addition, Appelbaum et al. (2004) note that though the relationship between leader
personality traits and employee job satisfaction received a great deal of attention in past
research, however, findings on these researches have been mixed (Yousef, 2000).
In spite of several studies conducted on leadership style in relation to employee
performance, the influences of leader personality traits on employee job performance and job
satisfaction remains a cause of concern. Additionally, in today’s organizations, managers/
leaders do not give adequate attention to issues related to their employees’ job satisfaction and
their commitment towards the organization (Lo et al., 2009). They act as role models who are
highly admired, respected, and trusted by their followers. Those with great idealized influence
are willing to take risks and are consistent rather than arbitrary by demonstrating high
standards of ethical and moral conduct. Leaders motivate and inspire their followers to
commit to the vision of the organization and those with inspirational motivation fosters strong
 TQM team spirit as a means for leading team members towards achieving desired goals to enhance
29,1 employee satisfaction (Avolio et al., 2003; Bass and Riggio, 2006).
Leader must therefore, deal directly with people, develop rapport with them, persuade
and inspire them to collaborate in the achievement of goals and vision. Leaders need to show
courage, integrity, compassion, vision, contribution, and ethical stance. Further, they should
be able to judge as how people feel, what motivates them, and how to influence them in the
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

136 achievement of organizational objectives. As such this study evaluates the effect of leader
personality traits on employee job satisfaction and hypothesized that:
H1. There is no significant effect of leader extraversion on employee job satisfaction.
H2. There is no significant effect of leader agreeableness on employee job satisfaction.
H3. There is no significant effect of leader conscientiousness on employee job satisfaction.
H4. There is no significant effect of leader emotional stability on employee job satisfaction.
H5. There is no significant effect of leader openness to new experiences on employee
job satisfaction.

Theoretical framework
Path goal theory and the Big Five-factor model of personality underpin this study.
It explains how a leader guides subordinates to accomplish designated goals and at the
same time be motivated. An assumption of path goal theory is the derived expectancy
theory, which suggests that subordinates will be motivated if they think they are capable of
performing their work; if they believe their efforts will result in a certain outcome and if they
believe the payoffs for accomplishing this work are worthwhile (House, 1996).
The Big Five-factor model of personality or the Big Five dimensions of personality
involves five relatively independent traits that provide meaningful information about
individual differences in an organization and their responses (Kumar and Bakhshi, 2010).
Openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism
are the traits of this model. These dimensions altogether provide a meaningful taxonomy for
the study of individual differences. Openness to experience is the degree to which a person is
curious, original, intellectual, creative, and open to new ideas. People high in openness seem
to thrive in situations that require flexibility and learning new things. They are highly
motivated to learn new skills, and they do well in training settings (Lievens et al., 2003;
Barrick and Mount, 1991).
The most prominent part of this personality is originality and creativity whereby this
type of a person is mostly innovator and initiator (Teng, 2008). Conscientiousness refers to
the degree to which a person is organized, systematic, punctual, achievement oriented, and
dependable. Conscientiousness is the one personality trait that uniformly predicts how high
a person’s performance will be across a variety of occupations and jobs (Barrick and Mount,
1991). This type of personality can be referred as self-discipline and ability to act obediently
(Erdheim et al., 2006). Extraversion is the degree to which a person is outgoing, talkative,
sociable, and enjoys socializing (Teng, 2008). According to Judge et al. (2002a, b)
conscientiousness, agreeableness, extraversion, and neuroticism have most obvious
connections with job satisfaction.

Empirical findings
Madlock (2008) suggested that leaders who communicate effectively with the group increase
employee job satisfaction. Effective communication fosters the environment of mutual trust
in the organization and helps employees gain confidence in the leader. A leader’s
responsiveness relates significantly with employees job satisfaction. The responsive leader
 who reacts to situations promptly nips confusion among employees and contributes to Leader
employee job satisfaction. Employee job satisfaction is of critical importance for the success personality
of a firm, since it influences key employee related aspects such as absenteeism and turnover. traits
Good leaders understand the importance of employee job satisfaction and make conscious
interventions to improve employee job satisfaction. Leaders who succeed in effecting
reconciliation between the employees’ innate needs and motivators, with organizational
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

goals usually succeed in this feat (Shore et al., 2006). 137

Leader extraversion on employee job satisfaction
The dimension of extraversion includes traits and characteristics that influence behavior in
group settings (Daft, 2005) including being talkative, comfortable meeting new people,
dominance, assertiveness, and self-confidence. Self-confidence is described by Dubrin (2004),
as being self-assured without being bombastic and instilling confidence in team member.
Mount et al. (2005) suggest that extraversion is related to performance because of the
tendency of extraverts to strive for status and that they have sensitivity to rewards at work.
This idea of status striving means that, extraversion is related to performance in part due to
a mechanism whereby extraverts seek jobs that are more autonomous and challenging.
In addition, Collins (2001) identified a significant impact of introverted leaders as a factor in
the long-term performance success of organizations, with some research and evidence that
introverted leaders elicit better employee performance results. Grant et al. (2011) consider
extraverted and less extraverted (introverted) leaders and their impact on the performance of
groups of employees. They concluded, generally, that the success of extraverted vs
introverted leaders is influenced greatly by the group of followers they lead. Specifically, their
study found that extraverted leaders who lead a group of proactive employees tend to achieve
lower performance results than when this group is led by an introverted leader.
De Hoogh et al. (2005) indicated that there is no relationship between extraversion and
employee job satisfaction, which theoretically should play a role in determining whether
leaders are open with employees and communicate with them on a regular basis. It was
explained that the followers’ outgoing nature motivated them to seek interaction and
interpersonal relations with their leaders, and thus they perceived more transformational
leadership. Further, Lim and Ployhart (2004) showed that extraversion has a significant
correlation with employee job satisfaction. This outcome was expected since the behavior
associated with extraversion seems to be attributes of transformational leaders.
Studies conducted by Judge and Bono (2000) and Lim and Ployhart (2004) did result in
extraversion displaying a significant correlation with employee job satisfaction. This was
the expected outcome since the behavior associated with extraversion seems to be attributes
of transformational leaders. Extraverts are expected to be charismatic individuals who are
communicative, persuasive, and able to rally others to perform. As mentioned previously,
extraverts are friendly, outgoing, and assertive.

Leader agreeableness on employee job satisfaction

Agreeableness, the second dimension in the Big Five, refers to the ability to get along with
others, cooperative, compassionate, understanding, and trusting (Daft, 2005). Trust is a
person’s confidence in another individual’s intentions and motives, and in the sincerity of
that individual’s word. Trustworthiness can also be considered walking the talk.
Consistency between deeds (walking) and words (talking) has a great deal to do with a
leader’s effectiveness. A leader who is seen as saying one thing, but doing another will not
gain much trust, respect or following from others (Dubrin, 2004).
Judge and Bono (2000) noted that agreeableness displayed the strongest relationship
with employee job satisfaction. It was also mentioned that agreeableness was related to
consideration, which is expected since agreeable individuals are compassionate and
 TQM empathic. However, a bit surprising was that agreeableness was the Big Five dimension
29,1 most strongly related with charisma. One would expect that extraversion would be more
responsible for the charismatic nature of leaders.
Hetland and Sandal (2003) confirmed that warmth was significantly linked to employee job
satisfaction, which is understandable since warmth is expected to impact a leader’s
demonstration of individualized consideration. Contrary to others, Lim and Ployhart (2004)
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

138 reveal a negative relationship between agreeableness and transformational leadership.

Orth et al. (2010) noted that agreeableness trait has a positive relationship with satisfaction.
Vazquez-Carrasco and Foxall (2006) using “need for friendliness” an aspect of agreeableness
observed an absence of a relationship between personality traits and customer satisfaction,
thus making the relationship between personality traits and customer satisfaction inconclusive.
This finding reinforces the importance of taking contextual factors into account and being
wary of generalizations when conducting empirical research.

Leader conscientiousness on employee job satisfaction

Conscientiousness includes a person’s ability to be responsible, persistent, and achievement
oriented. Such a person remains focused on a few goals, which he or she pursues in a
purposeful way, whereas a less conscientious person tends to be easily distracted and
impulsive (Daft, 2005). While conscientiousness is the personality trait most researched and
most consistent in predicting other concepts like performance or organizational citizenship
behavior (Borman et al., 2001), it has been less considered for research concerning leadership
behavior and even less found to impact transformational leadership. It can be argued that
conscientiousness should be a predictor of transformational leadership because
transformational leaders should be industrious and achievement oriented. It can be
disputed that leaders must first set an example in order to be positive, influential, inspirational
role models that motivate and stimulate their followers to perform to a high standard and
exceed expectations. Surprisingly, neither Judge et al. (2002a, b) nor Lim and Ployhart (2004)
found conscientiousness to display any significant correlation with employee job satisfaction.
Literature suggests that conscientiousness is strongly correlated to satisfaction
(Barrick and Mount, 1991; Salgado, 1997). Also individuals with high conscientiousness
are dependable, reliable, orderly, organized, risk adverse, high need achievers, attentive,
careful, and persistent (Burger, 2008; Caspi et al., 2005; McCrae and John, 1992; Goldberg,
1990). Ferris et al. (2005) show a significant relationship between the social astuteness
dimension of political skill and conscientiousness. Judge and Bono (2000) hypothesize a
relationship between neuroticism and transformational leadership because of
neuroticism’s link to self-esteem and self-confidence. The researchers thought these
traits were necessary for an individual to be able to take risks and set high standards, as
well as to motivate followers to take risks and achieve the same standards. However, their
study did not find neuroticism to display any significant relationship with
transformational leadership.

Leader emotional stability on employee job satisfaction

Emotional stability refers to the extent to which a leader is calm, secure, handles stress well,
and is able to handle criticism (Daft, 2005). Leaders must control emotions in a way that is
appropriate for the situation (Dubrin, 2004). During periods of change the ability to manage
your own emotions and those of others is paramount, as Mayer et al. (2008) suggested that
the manager who can think about emotions accurately and clearly may often be better able
to anticipate, cope with, and effectively manage change
A subsequent meta-analysis by Bono and Judge (2004), however, indicate that
neuroticism was linked to transformational leadership through the charisma dimension.
They considered this dimension part of both idealized influence and inspirational
 motivation. Results of the investigation also established that neuroticism was negatively Leader
linked to the transformational leadership dimensions of intellectual stimulation and personality
individualized consideration. Lim and Ployhart (2004) also found neuroticism to be traits
negatively related to transformational leadership.

Leader openness to new experiences on employee job satisfaction

Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

A person open to experience has a broad range of interests and is imaginative, creative, and 139
willing to consider new ideas (Daft, 2005). Such people often seek out new experiences
through travel and are intellectually curious. Openness to experience can be likened to
openness to change. Leaders are expected to be more willing to consider and/or accept
divergent thinking and take the risks, which relates to being open to experience or change.
One study found that more open leaders were more likely to listen to opinions presented by
their followers, thus giving them more “voice” (Detert and Burris, 2007). It may be assumed
that such openness also leads to intellectual stimulation since individuals would be
encouraged to share their thoughts even if they challenged the status quo. Interestingly, a
study conducted by Hetland and Sandal (2003) confirmed that openness to change was
significantly correlated to employee job satisfaction. This remarkable result accurately
suggests the essential nature of context when determining these relationships.
According to Judge and Bono (2000), the correlation between openness to experience
and employee job satisfaction does exist. In fact, the study produced a correlation that was
quite significant. This is understandable, considering that leaders that are open to
experience should be more creative and inventive and thus more visionary in nature and
willing to embrace change.

Research methodology
This study utilizes an explanatory research design; the total number of target respondents
in this study was 17,800 employees of the six major media groups in Kenya according to
their market share. Stratified sampling technique (optimum allocation stratified sampling)
was used in sampling a sample of 222 employees. Data were gathered from respondents
using the questionnaires as data collection instruments.

Measurements of the variables

Dependent variables
Employee satisfaction was measured by leader agreeableness, leader conscientiousness, leader
emotional stability, leader openness to new experiences adapted by Faragher et al. (2005).

Independent variables
Leader personality traits (extraversion, agreeableness, conscientiousness, emotional
stability, and openness to new experiences) measurements were adopted from
Daft (2005). Leader extraversion was measured using networking ability, effective
communicator, assertive, employee empowerment, energetic, self-confidence, concerned,
a good listener, and talkative. Leader agreeableness was measured using cooperative,
forgiving, compassionate, understanding, respect, trusting, and good-natured traits of a
person. Leader conscientiousness was measured by responsible, dependable, persistent,
achievement-oriented, considerate, determining standards, and inspirational of a person.
A leader’s emotional stability was measured by stress-handling ability, empathy,
confidence, predictability, security, criticism/challenges handling ability and calmness.
Leader openness to new experiences was measured using the imagination, creativity,
innovativeness, vision, appreciation, consistency and open-mindedness of a person
(Daft, 2005).
 TQM Data analysis
29,1 Multiple regressions and correlation as a form of descriptive and inferential statistic
analysis, respectively, were used in determining the relationship between the dependent and
independent variables. Descriptive statistics gave the profile of the target population that is
the frequencies and percentages, means, standard deviations whereas inferential statistics
such as Pearson correlation and the multiple regression analysis model were used in order to
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

140 determine the influence of explanatory variables on the issues of leader personality traits
against employee job satisfaction.

Findings
This section presents and discusses results of this study based on the formulated objectives
and hypotheses as presented in Chapter 1.

Descriptive results
Descriptive results are presented by means, standard deviation of responses to variable
items, skewness and kurtosis to test for normality.
Interpretation scale is: 1-1.49 ¼ strongly disagree, 1.5-2.49 ¼ disagree, 2.5-3.49 ¼ slightly
disagree 3.5-4.49 ¼ neutral, 4.5-5.49 ¼ slightly agree, 5.5-6.49 ¼ agree, 6.5-7 ¼ strongly
agree (Table I).
Both skewness and kurtosis approaches 0 hence normal distribution, so the farther away
from 0, the more non-normal the distribution. Also using the rule of thumb that says a
variable is reasonably close to normal if its skewness and kurtosis have values between –1.0
and +1.0; the study variables are normally distributed.

Correlation between independent variables and dependent variable

Pearson correlations results in Table II showed that leader extraversion, leader
agreeableness, leader conscientiousness, leader emotional stability, and leader openness
to new experiences was positively correlated to employee job satisfaction. Findings
provided enough evidence to suggest that there was linear relationship between these
constructs and employee job satisfaction.
Table III illustrates the model summary of multiple regression model, the results showed
that all the five predictors (leader extraversion, leader conscientiousness, leader
agreeableness, leader openness to new experiences, and leader emotional stability)
explained 52.3 percent variation of employee job satisfaction. This showed that considering
the five study independent variables, there is a probability of predicting employee job
satisfaction by 52.3 percent (adjusted R2 ¼ 0.523) while the R2 is 53.4 percent (0.534) hence
the researcher used the adjusted R2 in this study as an indicator of the employee job
satisfaction variation, which is 52.3 percent.

Mean SD Skewness Kurtosis

Leader conscientiousness 4.8179 0.74796 −1.507 4.120

Leader extraversion 4.1772 0.69600 −0.606 1.667
Employee job satisfaction 4.1170 0.74351 −0.082 2.161
Leader openness to new experiences 4.0502 0.82612 −0.293 0.286
Leader emotional stability 3.7651 0.70831 0.428 0.336
Table I. Leader agreeableness 3.6660 0.80179 0.050 0.491
Descriptive statistics Note: Survey Data – 2014
 Hypothesis testing Leader
Based on the findings in Table III all hypothesis (H1-H5) were rejected indicating that, personality
leader extraversion, leader agreeableness, leader conscientiousness, leader emotional traits
stability, and leader openness to new experience have a significant and positive effect on
employee job satisfaction (Table IV).
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

141

Leader Leader
Employee job Leader social Leader emotional Leader
satisfaction extraversion harmony conscientiousness stability openness

Employee job 1
satisfaction
Leader 0.617** 1
extraversion
Leader 0.463** 0.449** 1
agreeableness
Leader 0.483** 0.438** 0.314** 1
conscientiousness
Leader emotional 0.572** 0.540** 0.371** 0.431** 1
stability
Leader openness 0.599** 0.535** 0.438** 0.467** 0.616** 1 Table II.
Notes: Survey Data – 2014. **Correlation is significant at the 0.01 (two-tailed) Correlation statistics

R R2 Adjusted R2 SE of the estimate Durbin-Watson

0.731 0.534 0.523 0.51327 1.763

Notes: Predictors: (constant), leader extraversion, leader agreeableness, leader conscientiousness, leader Table III.
emotional stability, leader openness to new experiences. Dependent variable: employee job satisfaction. Regression model
Survey Data – 2014 analysis

Un-standardized coefficients Standardized coefficients Collinearity statistics

B SE β T Sig. Tolerance VIF

Constant 0.243 0.265 0.916 0.360

Leader extraversion 0.306 0.065 0.287 4.706 0.000 0.582 1.719
Leader agreeableness 0.121 0.050 0.131 2.419 0.016 0.738 1.355
Leader conscientiousness 0.140 0.055 0.141 2.565 0.011 0.716 1.397
Leader emotional stability 0.186 0.066 0.177 2.814 0.005 0.546 1.831
Leader openness 0.192 0.058 0.214 3.302 0.001 0.516 1.939
R2 0.534
2
Adjusted R 0.523
Durbin-Watson 1.763
F 49.551
Sig. 0.000 Table IV.
Notes: Dependent variable: employee job satisfaction. Survey Data – 2014 Hypotheses results
 TQM Conclusion
29,1 The findings show that leaders who are extraverts tend to be optimistic, talkative, like to
meet and greet new people. Their optimistic views of the future allow extraverts to emerge
as group leaders and to exhibit behaviors consistent with the transformational model of
leadership. Assertive and cooperative individuals are more likely to lead a team and
enhance job satisfaction among the employees. However, level of trust and cooperative is a
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

142 two-way traffic thus, employees trust and level of cooperation to their leaders will
determine employee job satisfaction. Conscientiousness is best at predicting performance
and success in combination with other personality traits like courage or emotional
stability, situational knowledge, and experience is clear that emotionally stable leaders
have a reasonable degree of self-esteem, they create teams who feel psychologically safe to
take calculated risks and they also behave predictably. However, neurotic leaders react
unpredictably, throw tantrums and in most cases they shut down innovation, closing in
important but negative information because people are afraid to approach them.
Interestingly, the study established that a supervisor’s job security is a concern which
needs more assessment. Open leaders are mostly perceived as valuing and embracing
intellectual matters, thoughtful, imaginative, innovative, and creative. However, leader
openness to new experiences is more effective when employees are motivated, encouraged,
and appreciated by their leaders.

Implication of the findings

From the assumptions of the leader personality trait theory, people can learn to become
leaders through teaching and observations. Thus, the study has offered ideal opportunity to
examine leader personality traits in a developing world environment where organization
systems differ from those in developed countries. Consequently, this study extends the
literature by re-visiting the question of leader personality traits in developing countries.
In the light of this argument, this study has helped in understanding the stylized facts about
leader personality traits learned from developed and developing countries which are also
applicable to such unstable economies.
The study showed that there is a need for leaders to be cooperative in sharing new
ideas, understanding the employees and promotion of teamwork. Leaders should also
build employees respect, encourage them to focus on the welfare of the group in an
organization, empower them and encourage their growth in bothcareer and satisfaction.
Further, leaders should treat all employees fairly, considering their personal feeling in
each stage of decision making since they are the implementers of the same decision made.
This implies that leaders should portray emotional stability, for instance, leaders should
feel secure at work place under all circumstances and be confident in their abilities.
Further, they should be predictable at all times, be able to handle stress, criticism, and
challenges from others as it is another way of gaining more knowledge about one’s
behavior. Leaders should always aim at being open to new experiences as this will enable
them value and embrace intellectual matters, be visionary, innovative, and creative.
Decentralized and/or participatory decision making should be practiced in order for
employees to feel as part of the organization and even own some of strategic
implementation policies. At the same time leaders should always appreciates the good
work of others as a motivating factor, accept feedback, be open-minded to new, and
different ways of working as the contemporary business environment is very dynamic
and the global market is very competitive.
This study aimed at determining the effect of leader personality traits on employee
job satisfaction. Study findings were limited to leader extraversion, leader agreeableness,
leader conscientiousness, leader emotional stability, and leader openness to new
experiences. Thus, further research should be carried out to determine other factors that
 do affect employee job satisfaction. Factors such as relationship with leaders, teamwork Leader
groups, and opportunity for advancement are recommended for future study. personality
Another research area that could be undertaken is to determine the effect of leader traits
personality traits and organization adaptation to change.

References
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

Alkahtani, A.H., Abu-Jarad, I., Sulaiman, M. and Nikbin, D. (2011), “The impact of personality and 143
leadership styles on leading change capability of Malaysian managers”, Australian Journal of
Business and Management Research, Vol. 1 No. 2, pp. 70-98.
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger, J., Corrigan, R. and Dore, I. (2004),
“Organizational citizenship behavior”, A Case Study of Culture, Leadership and Trust.
Management Decision, Vol. 42 No. 2, pp. 13-40.
Asuquo, G.E. (2007), “Organizational leadership and quality of care of Nigeria’s HIV/AIDS response”,
The Western Journal of Black Studies, Vol. 24 No. 1, pp. 43-48.
Avolio, B.J., Sosik, J.J., Jung, D.I. and Berson, Y. (2003), “Leadership models, methods, and applications:
small steps and giant leaps”, in Borman, W.C., Klimoski, R., Ilgen, D.R. and Weiner, B. (Eds),
Handbook of Psychology, Vol. 12, John Wiley & Sons, New York, NY, pp. 277-307.
Barrick, M.R. and Mount, M.K. (1991), “The Big Five personality dimensions and job performance:
a meta-analysis”, Personnel Psychology, Vol. 44, pp. 1-26, doi: 10.1111/j.1744-6570.2012.01246.x.
Bass, B.M. and Riggio, R.E. (2006), Transformational Leadership, Lawrence Erlbaum Associates, Inc.,
Mahwah, NJ.
Blakely, G.L., Andrews, M.C. and Fuller, J. (2003), “Are chameleons good citizens?. A longitudinal study
of the relationship between self-monitoring and organizational citizenship behavior”, Journal of
Business and Psychology, Vol. 18 No. 2, pp. 131-144.
Bono, J.E. and Judge, T.A. (2004), “Personality and transformational and transactional leadership: a meta-
analysis”, Journal of Applied Psychology, Vol. 89, pp. 901-910, doi: 10.1037/0021-9010.89.5.901.
Borman, W.C., Penner, L.A., Allen, T.D. and Motowidlo, S.J. (2001), “Personality predictors of
citizenship performance”, International Journal of Selection and Assessment, Vol. 9 Nos 1-2,
pp. 52-69, doi: 10.1111/1468-2389.00163.
Bosman and Nalla (2009), “Police organizational culture and job satisfaction: a comparison of law
enforcement officers’ perceptions in two Midwestern States in the US”, Journal of Criminal
Justice and Security, Vol. 11 No. 1, pp. 55-73.
Burger, J.M. (2008), Personality, 7th ed., Thomson Wadsworth Corporation, Belmont, CA.
Carmeli, A. (2003), “The relationship between emotional intelligence and work attitudes, behaviour and
outcomes: an examination among senior managers”, Journal of Managerial Psychology, Vol. 18
No. 8, pp. 788-813, doi: 10.1108/02683940310511881.
Caspi, A., Brent, W.R. and Rebecca, L.S. (2005), “Personality development; stability and change”,
Annual Review of Psychology, Vol. 56 No. 1, pp. 453-484.
Castillo, J.X. and Cano, J. (2004), “Factors explaining job satisfaction among faculty”, Journal of
Agricultural Education, Vol. 45 No. 3, pp. 65-74.
Chen, S.H., Yang, C.C., Shiau, J.Y. and Wang, H.H. (2006), “The development of an employee satisfaction
model for higher education”, The TQM Magazine, Vol. 18 No. 5, pp. 484-500.
Chuang, R. (2003), “Correlation among leadership styles, employees’ personality traits and
organizational performances: Chiayi City Government”, thesis for master’s degree, Graduate
Institute of Business Administration, National Chung Cheng University.
Coetzee, M., Martins, N., Basson, J.S. and Muller, H. (2006), “The relationship between personality
preferences, self-esteem and emotional competence SA”, Journal of Industrial Psychology, Vol. 32
No. 2, pp. 64-73.
Collins, J. (2001), Good to Great, Harper Collins Publishers Inc., New York, NY.
 TQM Daft, R.L. (2005), The Leadership Experience, Harcourt College Publishers, Orlando, FL.
29,1 DeCremer, D. (2003), “Why inconsistent leadership is regarded as procedurally unfair: the importance
of social self-esteem concerns”, European Journal of Social Psychology, Vol. 33 No. 4, pp. 535-550.
De Hoogh, A.H.B., Den Hartog, D.N. and Koopman, P.L. (2005), “Linking the Big Five factors of
personality to charismatic and transactional leadership; perceived dynamic work environment
as a moderator”, Journal of Organizational Behavior, Vol. 26 No. 7, pp. 839-865.
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

144 Detert, J.R. and Burris, E.R. (2007), “Leadership behavior and employee voice: is the door really open?”,
Academy of Management Journal, Vol. 50, pp. 869-884.
Dormann, C. and Zapf, D. (2001), “Job satisfaction: a meta-analysis of stabilities”, Journal of
Organizational Behavior, Vol. 22 No. 5, pp. 483-504.
Dubrin, A.J. (2004), Applying Psychology, Individual and Organizational Effectiveness, 6th ed., Upper
Saddle River, Prentice Hall, NJ.
Dulewicz, C., Young, M. and Dulewicz, V. (2005), “The relevance of emotional intelligence for leadership
performance”, Journal of General Management, Vol. 30 No. 3, pp. 71-86.
Elpers, K. and Westhuis, D. (2008), “Organizational leadership and its impact on social workers job
satisfaction”: a national study”, Administration in Social Work, Vol. 32 No. 3, pp. 26-43.
Erdheim, J., Wang, M. and Zickar, M.J. (2006), “Linking the big five personality constructs to
organizational commitment”, Personality and Individual Differences, Vol. 41 No. 5, pp. 959-970.
Faragher, E.B., Cass, M. and Cooper, C.L. (2005), “The relationship between job satisfaction and health”,
A Meta-Analysis, Journal of Occupational Environmental Medicine, Vol. 62 No. 2, pp. 105-112,
doi: 10.1136/oem.2002.006734.
Ferris, G.R., Treadway, D.C., Kolodinsky, R.W., Hochwarter, W.A., Kacmar, C.J., Douglas, C. and Frink, D.D.
(2005), “Development and validation of the political skill inventory”, Journal of Management, Vol. 31
No. 1, pp. 126-152.
Goldberg, L.R. (1990), “An alternative “description of personality”: the Big Five factor structure”,
Journal of Personality and Social Psychology, Vol. 59, pp. 1216-1229, doi: 10.1037/0022-
3514.59.6.1216.
Grant, A.M., Gino, F. and Hofmann, D.A. (2011), “Reversing the extraverted leadership advantage: the
role of employee pro-activity”, Academy of Management Journal, Vol. 54 No. 3, pp. 528-550.
Harvey, P., Stoner, J., Hochwarter, W. and Kacmar, C. (2007), “Coping with abusive supervisors: the
neutralizing effects of ingratiation and positive effect on negative employee outcomes”,
Leadership Quarterly, Vol. 18 No. 3, pp. 264-280.
Hetland, H. and Sandal, G.M. (2003), “Transformational leadership in Norway: outcomes and
personality correlates”, European Journal of Work and Organizational Psychology, Vol. 12 No. 2,
pp. 147-170.
Higgs, M.J. (2003), “Developments in leadership thinking”, Journal of Organizational Development and
Leadership, Vol. 24 No. 5, pp. 273-284.
House, R.J. (1996), “Path-goal theory of leadership”: lessons, legacy, and a reformulated theory”,
The Leadership Quarterly, Vol. 7 No. 3, pp. 323-352.
Hugnes, R.L., Gonnett, R.C. and Curphy, G.J. (2006), Leadership, Enhancing the Lessons of Experience,
5th ed., McGraw Hill, Boston, MA.
Judge, T.A. and Bono, J.E. (2000), “Five-factor model of personality and transformational leadership”,
Journal of Applied Psychology, Vol. 85 No. 5, pp. 751-765.
Judge, T.A., Bono, J.E., Ilies, R. and Gerhardt, M.W. (2002a), “Personality and leadership: a qualitative
and quantitative review”, Journal of Applied Psychology, Vol. 87, pp. 765-780, doi: 10.1037/0021-
9010.87.4.765.
Judge, T.A., Heller, D. and Mount, M.K. (2002b), “Five-factor model of personality and job satisfaction:
a meta-analysis”, Journal of Applied Psychology, Vol. 87, pp. 530-541, doi: 10.1037/0021-
9010.87.3.530.
 Keashly, L., Trott, V. and MacLean, L.M. (1994), “Abusive behavior in the workplace: a preliminary Leader
investigation”, Violence and Victims, Vol. 9 No. 4, pp. 341-357. personality
Kotterman, J. (2006), “Leadership vs. management: what’s the difference?”, The Journal for Quality and traits
Participation, Vol. 29 No. 2, pp. 13-16.
Kotze, T. (2004), “Quality of work life: what managers need to know”, Management Today, Vol. 20
No. 6, pp. 38-41.
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

Kumar, K. and Bakhshi, A. (2010), “The Five Factor model of personality and organizational 145
commitment: is there any relationship?”, Journal of Humanities and Social Science, Vol. 5 No. 1,
pp. 25-34.
Lievens, F., Harris, M.M., Van Keer, E. and Bisqueret, C. (2003), “Predicting cross-cultural training
performance: the validity of personality, cognitive ability, and dimensions measured by an
assessment center and a behavior description interview”, Journal of Applied Psychology, Vol. 88
No. 3, pp. 476-489, doi: 10.1037/0021-9010.88.3.476.
Lim, B.C. and Ployhart, R.E. (2004), “Transformational leadership: relations to the five-factor model and
team performance in typical and maximum contexts”, Journal of Applied Psychology, Vol. 89
No. 4, pp. 610-621.
Lim, B.E. (2007), “Study on the job satisfaction and burnout among medical social workers in
government hospital in Malaysia: master of social work”, University Sains Malaysia.
Lo, M.-C., Ramayah, T. and Min, H.W. (2009), “Leadership styles and organizational commitment: a test
on Malaysia manufacturing industry”, African Journal of Marketing Management, Vol. 1 No. 16,
pp. 133-139.
McCrae, R.R. and John, O.P. (1992), “An introduction to the five-factor model and its applications”,
Journal of Personality, Vol. 60 No. 2, pp. 175-215, doi: 10.1111/j.1467-6494.1992.tb00970.x.
McMurray, A.J. (2003), “The relationship between organizational climate and organizational culture”,
The Journal of American Academy of Business, Vol. 3 No. 1, pp. 1-8.
Madlock, P.E. (2008), “The link between leadership style, communicator competence, and employee
satisfaction”, Journal of Business Communication, Vol. 45 No. 1, pp. 61-78.
Martins, N., Martins, E.C. and Terblanche, F. (2004), “An organizational culture model to stimulate
creativity and innovation in a university library”, in Hines, S.S. (Ed.), Advances in Library
Administration and Organization, Vol. 21, Emerald Group Publishing Limited, pp. 83-130.
Mayer, J.D., Roberts, R.D. and Barsade, S.G. (2008), “Human abilities: emotional intelligence”, Annual
Review of Psychology, Vol. 59, pp. 507-536, doi: 10.1146/annurev.psych.59.103006.093646.
Mayer, J.D., Goleman, D., Barrett, C. and Gutstein, S. (2004), “Leading by feel”, Harvard Business
Review, Vol. 82 No. 1, pp. 27-37.
Mount, M.K., Barrick, M.R., Scullen, S.M. and Rounds, J. (2005), “Higher-order dimensions of the Big
Five personality traits and the Big Six vocational interest types”, Personnel Psychology, Vol. 58,
pp. 447-478.
Orth, U., Trzesniewski, K.H. and Robins, R.W. (2010), “Self-esteem development from young adulthood
to old age: a cohort-sequential longitudinal study”, Journal of Personality and Social Psychology,
Vol. 98 No. 4, pp. 645-658, doi: 10.1037/a0018769.
Rad, A.M.M. and Yarmohammadian, M.H. (2006), “A study of relationship between managers’
leadership style and employees’ job satisfaction”, Leadership in Health Service, Vol. 19 No. 2,
pp. 11-28.
Rahim, M.A. and Psenicka, C. (2005), “Relationship between emotional intelligence and effectiveness of
leader role: a dyadic study in four countries”, International Journal of Organizational Analysis,
Vol. 13 No. 4, pp. 327-342.
Ribelin, P.J. (2003), “Retention reflects leadership style”, Nursing Management, Vol. 34 No. 8, pp. 18-20.
Salgado, J.F. (1997), “The five-factor model of personality and job performance in the European
community”, Journal of Applied Psychology, Vol. 82 No. 1, pp. 30-43.
 TQM Shaukat, M.Z., Senin, A.A. and Ahmed, I. (2012), “An exchange perspective of job satisfaction: a study
29,1 of banking sector of Pakistan”, Business Management Dynamics, Vol. 1 No. 12, pp. 59-65.
Shead, M. (2007), “Leadership Traits Theor”, available at: www.leadership501.com/leadership- traits-
theory/22 (accessed February 17, 2010).
Shore, T.H., Sy, T. and Strauss, J. (2006), “Leader responsiveness, equity sensitivity and employee
attitudes and behaviors”, Journal of Business and Psychology, Vol. 21 No. 21, pp. 227-241.
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)

146 Teng, C.I. (2008), “Personality differences between online game players and non-players in a student
sample”, Cyber Psychology & Behavior, Vol. 11 No. 2, pp. 232-234.
Vázquez-Carrasco, R. and Foxall, G.R. (2006), “Positive vs. negative switching barriers: the influence of
service consumers’ need for variety”, Journal of Consumer Behavior, Vol. 5 No. 4, pp. 367-379.
Whetton, D.A. and Cameron, K.S. (2002), Developing Management Skills, 5th ed., Upper Saddle River,
Prentice-Hall, NJ.
Worrell, T.G. (2004), “School psychologists’ job satisfaction”, dissertation, The Faculty of the Virginia
Polytechnic Institute and State University in Partial Fulfillment of the Requirement for the
Degree of Doctor of Philosophy in Counselor Education, Blacksburg, Virginia.
Yousef, D.A. (2000), “Organizational commitment: a mediator of the relationships of leadership
behavior with job satisfaction and performance in a non-western country”, Journal of
Managerial Psychology, Vol. 15 No. 1, pp. 6-28.

Further reading
Rubin, R.S., Munz, D.C. and Bommer, W.H. (2005), “Leading from within: the effects of emotion recognition
and personality on transformational leadership behavior”, Academy of Management Journal,
Vol. 48 No. 5, pp. 845-858.

About the authors

Mary Agnes Wambui Kiarie is a Master’s Degree Student in the School of Business and Economics at
the Moi University Kenya. Her major areas of study are strategic management, organization
development and leadership. Mary Agnes Wambui Kiarie is the corresponding author and can be
contacted at: wkiarie78@yahoo.com
Loice C. Maru is an Associate Professor of Management Science in the School of Business and
Economics at the Moi University in Kenya. Her major areas of research are entrepreneurship,
sustainable management and leadership.
Thomas Kimeli Cheruiyot (PhD) is a Professor of Corporate Social Responsibility and the Dean,
School of Business and Economics, Moi University, Kenya. His major areas of studies are corporate
social responsibility, organization studies. corporate governance and sustainable management.

For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com
 This article has been cited by:

1. FarrukhMuhammad, Muhammad Farrukh, YingChong Wei, Chong Wei Ying, MansoriShaheen,

Shaheen Mansori. 2017. Organizational commitment: an empirical analysis of personality traits.
Journal of Work-Applied Management 9:1, 18-34. [Abstract] [Full Text] [PDF]
Downloaded by BAHRIA INSTITUTE OF MANAGEMENT & COMPUTER SCIENCE At 04:06 15 February 2019 (PT)