Leadership, Organizational Culture, and Job Satisfaction in Canadian YMCA Organizations

Abstract

This study was undertaken to investigate the links between transformational leadership, organizational culture, and employee job satisfaction within the 69 Canadian YMCA organizations. Leadership was measured by the Leadership Behavior Questionnaire (Sashkin, 1988), organizational culture by the Organizational Culture Assessment Questionnaire (Sashkin, 1990), and employee job satisfaction by the Job in General Index (Balzer & Smith, 1990). The results of a MÁNOVA and subsequent ANOVA statistical treatments allowed the researchers to conclude that significant differences in organizational culture existed between the YMCA organizations led by high transformational leaders and YMCA organizations led by low transformational leaders. In addition, the YMCA organizations led by high transformational leaders administered organizations that carried out the culture-building activities of managing change, achieving goals, coordinated teamwork, and customer orientation to a greater degree than YMCA organizations led by low transformational leaders. No significant differences in employee job satisfaction levels existed between the YMCA organizations led by high transformational leaders and those led by low transformational leaders.

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