Lived Experience of Leadership Styles on Employee Job Satisfaction in Selected BPO Companies in the Philippines An Intervention of Behavioral Performance

Alan Y. Cabaluna · Olivier Ndamwize Mbaw

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Employee Performance and Management Job Satisfaction and Organizational Behavior Employee Performance and Leadership

Abstract

This study was conducted in the Philippines, the world's Business Process outsourcing capital. The primary purpose of this study is to examine the lived experience of leadership styles on employee job satisfaction in selected BPO firms. This research report used a qualitative method based on descriptive phenomenology research design to analyze BPO personnel lived leadership experience, specifically front-liners and managers’ experience from Taguig City, Makati City, Pasay City, and Pasig City within Metro Manila. We used an open-ended questionnaire to collect data from respondents. Five major themes emerged: (1) strengths development, (2) Communication and Innovation (3) Trust and respect (4) Delegation and Employee empowerment (5) Reward and Correction. According to the study's premise, most BPO companies in the Philippines practiced a combined transformational leadership and transactional leadership style. To keep employees happy, managers and BPO businesses can adopt a variety of leadership styles. The most popular and researched leadership style is transformational leadership, which stresses intrinsic motivation and employee development. Transactional leadership is task-oriented and focuses on the needs of the followers. Laissez-faire managers, on the other hand, stay out of the way. Job satisfaction is a pleasant or good emotional state caused by job evaluation. Workplace happiness is unaffected by transactional leadership remedial actions. The results show that employees are satisfied when their leader develops their skills, communicates and encourages innovation, builds trust and respect for others, delegates and empowers employees while recognizing top performers, and respectfully corrects mistakes. However, a definite correlation between leadership styles and employee job satisfaction requires more investigation.

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References

1987Leadership and Performance beyond Expectations 2010Designing and Conducting Mixed Methods Research 1976The nature and causes of job satisfaction 2015Leadership : Theory and Practice 2006Transformational Leadership 1990From transactional to transformational leadership: Learning to share the vision 2009Business Research: A Practical Guide for Undergraduate and Postgraduate Students 1969What is job satisfaction?

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2023The Workplace Environment, Employees’ Retention, and Performance: A Focus on Non-Voiced BPO Employees for an Enhance Staff Development Program

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