Leadership Perceptions of Millennial Generation Professional Services Employees and the Link to Job Satisfction
type: CreativeWork
description: This non-experimental quantitative study sought to determine a relationship between perceptions of leadership style and employee job satisfaction. The research design was a cross-sectional survey administered to 1,567 participants with 354 usable responses obtained. The research question that guided this study was: Do millennial generation employee perceptions of leadership style have an association with job satisfaction for college-educated, full-time employees at a mid-sized professional services firm in the United States? Data collected via a survey demonstrated there is a relationship between perceptions of leadership style and job satisfaction (rs = .32, p < .01), and that the relationship is stable regardless of gender, tenure, ethnicity, or age (β = .059, .069, .093, .025 respectively, all p > .05). The findings from this study support previous studies of various generational cohorts and extend the knowledge base specifically to a millennial subgroup. Implications include opportunities for organizations to implement leadership development programs focused on specific behaviors that will increase employee satisfaction.
abstract: This non-experimental quantitative study sought to determine a relationship between perceptions of leadership style and employee job satisfaction. The research design was a cross-sectional survey administered to 1,567 participants with 354 usable responses obtained. The research question that guided this study was: Do millennial generation employee perceptions of leadership style have an association with job satisfaction for college-educated, full-time employees at a mid-sized professional services firm in the United States? Data collected via a survey demonstrated there is a relationship between perceptions of leadership style and job satisfaction (rs = .32, p < .01), and that the relationship is stable regardless of gender, tenure, ethnicity, or age (β = .059, .069, .093, .025 respectively, all p > .05). The findings from this study support previous studies of various generational cohorts and extend the knowledge base specifically to a millennial subgroup. Implications include opportunities for organizations to implement leadership development programs focused on specific behaviors that will increase employee satisfaction.
author: Brand, David
language: en_US
date published: 2020-04-21
date modified: 2026-07-24T01:52:13Z
provider: Creighton University
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Creighton University

PropertyValue
property ID: Handle
value: http://hdl.handle.net/10504/127015