The Influence Of Transformational Leadership Behavior Of Private Enterprises On Employee Job Satisfaction

The concept of job satisfaction was first proposed by Hoppock in1935, after that, a great deal of scholars had studied and most of them were about the factors of job satisfaction. Transformational leadership theory was proposed by Bass in1980’s and then it was widely studied, transformational leader through Individual Consideration, Charisma or Idealized Influence and moral modeling to motivate employees to achieve the team objective. Regulatory focus theory was proposed by Higgins in1997, the theory told us that human have two regulatory systems which distinguishes self-regulation with a promotion focus (accomplishments and aspirations) from self-regulation with a prevention focus (safety and responsibilities). Generally, many researchers research on job satisfaction and transformational leadership, but mediating effect was little. This study selected regulatory focus as a mediator to test the relationship between job satisfaction and transformational leadership.Owing to the international economic environment and China domestic economic situation, the development of private enterprises was very rapidly, at the same time, they were restricted by some of their own conditions and national policies. In this case, it is very significant to arouse staffs enthusiasm and the creativity and to improve employees’ job satisfaction. So this paper selects private enterprise employee as participants.This study used literature review, interview, and questionnaire investigation methods to study the job satisfaction, transformational leadership and regulatory focus. Then used spss16.0, lisrel8.7and amos17.0to analyzed the data were collected to tested the reliability and validity, common method bias, descriptive statistics, the difference test, correlation analysis, regression analysis and path analysis, the conclusions were as follows:(1) To analyze the initial questionnaire and the formal questionnaire, found that the reliability and validity of three questionnaires were high.(2) Common method bias tested on the formal questionnaire, and then the results showed that there were no serious common method biases.(3) The initial questionnaire and the formal questionnaire were similar, with a representative sample.(4) Demographic differences test showed that, first, women’s score on work-life balance and transformational leadership were higher than men’s; second, married employees’ score on affective commitment and prevention focus were higher than unmarried employees’; third, affective commitment scores increased along with age and the score of employees of26-40years old on prevention focus were higher than the score of employees of16-25years old; fourth, frontline managers’ score on job satisfaction, affective commitment, job reward, the company system, work-life balance etc. were higher than ordinary staff; fifth, the score of job satisfaction, affective commitment, job reward, the job itself and work-life balance were increased with work time in a company; sixth, the differences test between the employees on management position and on production post was marked; seventh, the highest score on company system was the employees have a master’s degree, the score of the junior and senior high school employees on prevention focus were higher than college and bachelor employees.(5) The correlation among job satisfaction, transformational leadership and regulatory focus was significantly positive.(6) Regression analysis and path analysis showed that the regulatory focus plays a partial mediating role between transformational leadership and job satisfaction.