The relationship between transformational leadership and job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia

Leadership has become the key issues in managing the organization, the emerging business and economic environments have forced organizations to be flexible, adaptive, entrepreneurial and innovative to meet changing demand of the present-day business environment. The purpose of the present study is to examine the relationship between the various dimensions of transformational leadership (predictor variable) and their effects on employees’ job satisfaction (criterion variable) in three selected Colleges (Medicine, Dentistry and Science) in King Khalid University. The methodology employed in this study was a quantitative and cross-sectional correlational survey type of design Data collection was done using a questionnaire design that was directly administered to the participants. 250 questionnaires were sent to the participating three colleges (Medicine, Dentistry and Sciences). The findings of the multiple linear regression analysis indicated a weak positive association between transformational leadership behaviour and employees’ job satisfaction (R-value 0.386). The multiple linear regression analysis signifies a weak positive correlation between transformational leadership behaviour and job satisfaction (R-value 0.386). A p-value in Spearman’s rho that is less than the 0.05 level of significance indicated that there is a significant level of relationship which exists between transformational leadership behaviour and job satisfaction. This study concluded that transformational leadership behaviour and its four dimensions showed a weak positive correlation with a statistically significant level of relationship

between transformational leadership behaviour and employees' job satisfaction among three selected colleges (Medicine, Dentistry and Sciences) in King Khalid University, Abha, Saudi Arabia.

Background
The advent of globalization has brought in its significant wake change in the world, creating a global village in this regard [1].Further, globalisation may be an element fuelling constant change in organisations.In adapting to these changes, organizations encounter lots of challenges to meet their objectives.To achieve a competitive advantage, organizations need a workforce that is committed, creative, innovative, and are imitable [2].
Educational sector is dependent on the services and competences of employees (Lecturers), an ability that help students to acquire information, knowledge for their development [3][4][5].The management of organizations which is the first contact leader in each department in the educational sector is the co-ordinator and manager of the employees and directly influences the quality of work in the department [6][7][8].The management act as a guide, motivator, coach, mentor, enabler, spokesperson, deep listener, syllabus and system designer, etc. to the staff of the department [3,[9][10][11].
Leaders need to be able to persuade employees, and employees need to be able to take the direction they are being influenced through their own choices.A leader who is transformational in nature manages staff through the fundamental principles of idealize influence, inspirational motivation, individualized consideration and intellectual stimulation [12].Transformational leaders intellectually motivate followers, and thus encourage rationality, problem-solving skills, offer individualized consideration to the employees and equally attending to employees' individual needs for growth and development.Transformational leadership is often being defined and described as a process of motivating change and endowing employees to improve themselves and their organization, and it encourages employees to be accountable and accept responsibility [13].Locke (1978) [14] defined job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job and job experience" [15,16].Scholars have also Study job satisfaction extensively in the past decades [17].It is seen as the most important factor that influences employees to be committed, motivated and loyal towards their job and effectively participates in achieving the organization's overall goals [18].
The relationship between job satisfaction and dissatisfaction depends on what one expects and get from one's job.Regarding teachers, job satisfaction is meeting their needs and improving performance.Therefore, the importance of job satisfaction for productive activities in the University as well as for the growth of the educational sector in the world cannot be underestimated [5].There are several factors which influence if employees will be satisfied with his or her job.Some of these factors are (a) effective management leadership, (b) adequate compensation for the job performed, (c) employees' empowerment, (d) a working environment that fosters teamwork, [19,20].
The present study is to examine the relationship between transformational leadership and employees' job satisfaction in selected colleges in King Khalid University.This present study examines the relationship between transformational leadership and job satisfaction in a tertiary institution.Specifically, the study seeks to determine if there is a relationship between transformational leadership and job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia.Similar studies have been carried out in organizational context including higher institutions in Western and non-Western countries [3, 5 21, 22], but little is known about Saudi Arabia higher educational sector regarding the relationship between transformational leadership and job satisfaction.This present study will rely on data collected from selected colleges in Saudi Arabia based institution, King Khalid University (KKU), Abha, Saudi Arabia.
Leadership is crucial because a good leader builds effective relationships with stakeholders, thereby facilitating required organizational changes with minimal confrontation [23].Good leaders can stimulate and encourage followers in a way that also results in a high degree of satisfaction, organizational citizenship and commitment [24].
Job satisfaction is seen as the degree to which individuals feels either positive or negative towards their works [25].In an educational context, three general factors affect job satisfaction: (a) psychological factors, such as the teacher's personality, behaviour and attitudes; (b) environmental factors, including the work itself; and (c) demographic factors, such as gender or age [26].

The Research Problem Statement
However, despite substantial management literature in a Western context, there is a definite gap in the literature on the Middle East, especially on the possible relationships between transformational leadership style and employees' job satisfaction [27].In the Middle East, Saudi Arabia, in particular, is experiencing transformation regarding human resource management such as job security and ensuring gender equality.Notable reforms highlight a renewed attempt to redefine the roles of women in all vital activities [27].
In contemporary time, tertiary education plays a major role in nations building [5].Hence, the need to ensure effective behaviour of leaders and employees' job satisfaction.Despite the availability of profound researches relating to these constructs in Saudi Arabia, there is a dearth of knowledge concerning the relationship between transformational leadership and employees' job satisfaction in a tertiary institution [27] in the southern part of Saudi Arabia particularly Abha, where this study was carried out.It is therefore expedient to conduct a quantitative cross-sectional study using a non-probability homogeneous purposive sampling method among different groups in the selected tertiary institution in Saudi Arabia to establish the statistical association.Findings of this research might be of great benefit to the organizational stakeholders by providing a suitable managerial strategy for the institution to ensure effective leadership and employees' job satisfaction.

Research questions
i. What dimensions of transformational leadership most influence job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia?
ii.What dimensions of transformational leadership least influence job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia?
iii.What is the theoretical relationship between transformational leadership and job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia?
To determine the aspect of transformational leadership that most influence job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia.
ii.To determine the aspect of transformational leadership that least influence employees' job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia.
iii.To determine the theoretical relationship between transformational leadership and employee's job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia.

Hypotheses
The hypothesis is derived from previous studies indicating that employees report higher job satisfaction when organizational leaders exhibit transformational leadership behaviour like idealized influence, intellectual stimulation; inspirational motivation, individualized consideration [4,28].

Methods
The methodology employed in this study was a quantitative and cross-sectional correlational survey type of design.Quantitative methodology is used to determine the significant statistical connection between.The quantitative method focuses on examining the relationship between variables.The most appropriate research design is considered to be quantitative since it assists the researcher to satisfy the objective of the study through measurements and statistical analysis.Specifically, a correlational design enables the existence and magnitudes of relationships between specific variables to be quantified [29].Once variables are quantified, a variety of analysis procedures can be used to specify the associations between them [30].Hence, for determining whether and which leadership attributes account for differences in employees' job in selected colleges in King Khalid, Abha, Saudi Arabia, a quantitative correlational design is appropriate.

Population and Sample size
Population means the total group of people or objects that constitute scope or meet the criteria of the study.The population of this present study was made up of 250 of the total head count of the teaching staff of the selected colleges in King Khalid University.
Due to cost and time, only teaching the staff of the College of Dentistry, Medicine and Science were used in the survey.The questionnaire was administered to both leaders and subordinates.The estimated sample size for this study is based on the total population size of the three selected colleges, which consist of 150 out of the 250 teaching staff of the selected colleges in King Khalid University.Due to cost and time, only teaching the staff of the College of Dentistry, Medicine and Sciences were administered the questionnaires.The best approach to this type of study is non-probability homogenous purposive sampling because the targeted institution is made up of leaders and employees with similar characteristics.

Method of collecting data
The instrument used to collect data involved a combined measuring instrument made up of two well-recognized instruments, namely; the Multi leadership questionnaire (MLQ) and the Job satisfaction survey questionnaire (JSS) [31].The instruments were adapted and modified to suit the context of the present study.The MLQ is suitable for this study due to its rigorous development and simple interpretation.The JSS [31] was chosen as it measures job satisfaction, and it impacts the level of job satisfaction by the literature review.Congruency exists between the instrument and theoretical literature.
The importance of this method is that it is convenient in a suitable and cost-effective way of providing information on a large group of people.The measurement of a wider range of behaviour and perceptions from the population size for future use in improving the organizational leadership and job satisfaction will be made possible with the used of these questionnaires.

Measuring Instrument
The theoretical and conceptual framework formed the basis of the research questionnaire.
The scale of measurement employed is based on suitable employed well-recognized measurement scales with appropriate consistency scores of Cronbach's alpha for hypothesis testing validity and reliability to be ensured in the development of the questionnaire.Assessments for each of the measurement items were founded on a Likert scale rating to allow the participants the opportunity to choose a specific value for a given option.
The survey instrument consists of three scales of measurement.Section one comprised of the demographic variables such as age, place of employment and years of experience and role in the institution.Section two consisted of 26 questions related to Multifactor leadership questionnaire (MLQ-5X) developed by 30Avolio and Bass (2004).The MLQ-5X form was utilized to evaluate employees' views of their leadership behaviours, and the rater form can be used to measure views of a leader's behaviours.The third section was made up of 36 items measuring job satisfaction, developed by Spector (1985) [31] was utilized to evaluate employees' job satisfaction.Respondents were requested to complete all items using six-point Likert scale ranging from very strongly disagree (1), to strongly agree (6).The questionnaires were distributed to all teaching staff of the selected Colleges of King Khalid University.The questionnaire can take about 15 minutes to complete.The study was conducted in King Khalid University, Abha, Saudi Arabia, with the use of English since the environment is an educated setting where people speak the English language.Many types of research and peer-reviewed articles have used both instruments.

Reliability and Validity
The goal of any scientific research should be to represent accurate finding with minimum errors, be it whether quantitative or qualitative in nature.This research was founded in the positivist paradigm shift, so reliability was measured as objective and represented as a singular, autonomous truth.Validity is the extent to which a measurement instrument precisely measures the variable under study.To this end, reliability and validity guarantee the research process is error or bias-free and therefore increases the data integrity.
Reliability concerns were addressed with the use of well-known measurement scales.For internal consistency of measurement, Cronbach's alpha coefficient was used.Validity can be internal or external validity [32].Internal validity measures the research procedure and how precise outcomes show the causative relationships between constructs.External validity connotes the degree of which research outcomes can apply to a different setting.
In this regard, possible challenges to validity were addressed by conducting a pre-test and a pilot study before the collection of data.The purpose is to scrutinize and to discover any limitation with practical and logical characteristics of the survey instrument.In this regard, correlation analysis was also used to address construct validity.
Another issue in the accuracy of measurement and removal of participants' bias is to reduce common technique variance.Hence, Instructions were written in a simple and clear language.This reduces hindrances to understanding the requisite tasks and to give an accurate answer.Additionally, a Pilot-study was carried out before the main study, and this is to ensure that instructions are unambiguous and concisely given to the participants and if necessary, the survey instrument can be revised.Another possible bias that is likely to happen is social desirability bias where participants might give responses to seem more socially admirable [33].This study examined management behaviours assessed by subordinates and its attendant effect on subordinates' job satisfaction and, thus, subordinates were sceptical that information might leak to their respective management.In this regard, it was clearly stated in the consent form that confidentiality and anonymity would be kept during and after data collection to minimise anxiety and the social desirability effect.

Pilot-Study
A pilot study was carried out with a small sample taken from the target population.
The intent of the pilot study was to decide the suitability of the survey instrument for the prospective participants.In this regard, the feedback on logical coherence and sequence for prospective respondents was more of interest to the researcher.Furthermore, the ease of understanding and the adequacy of the instructions on the research instrument were assessed through a pilot study.The survey instruments were distributed among chosen participants of twenty employees to test the practical suitability of the survey instrument and were found to be suitable.With regards to this study, the channel of communication with all participants was through a direct visit to the institution.The researcher was introduced to the participants by the contact person in the institution.The survey instrument was a hard copy questionnaire.These questionnaires were manually administered to the participants and scored electronically.

Ethical consideration
Institutional Permission was requested and obtained from the institution under study and approval for this study was given by the Departmental Ethics Committee, University of South Africa (UNISA) before the commencement of the study.The participants were informed of the study; the aim and objectives of the study were clarified to them after that and participants' consent letter was given to each person in this regard.Each participant was asked to complete the questionnaire after the nature and content of the instruments were clearly explained to them.Each questionnaire took approximately 15 minutes to complete.When providing evidence of clear instructions to participants and assuring anonymity, the probability of obtaining biased responses is reduced.

Data Analysis Techniques
Relationship between the constructs was assessed by Spearman rank correlations and based on the data collected from questionnaires inferential statistics used to assess the causality between independent, intermediary and dependent variables.This is to arrive at conclusions and make a prediction about the general population.Statistical software packages for social science (IBM SPSS 20.0) was used in the analysis of data collected.
The researcher made use of a paid statistician to help analyse the data.To determine the features of the data set and test the normality of distribution, descriptive statistics were employed.The relationship between the predictor variable and the criterion variable was assessed with correlation.The multiple-regression analysis was utilized to test the hypotheses and analyse the predictive variables to assess the effect that the predictor variables had if any on the criterion variable.Some factors that may affect job satisfaction apart from transformational leadership dimensions in respect to this study were salaries, promotion and co-workers [31].These factors were treated as intermediary predictive variables in this study and measured by job satisfaction survey (JSS).

Description of the Population and Sample
The sample size of this study was made up of 146 teaching employees of selected colleges in King Khalid University.Three colleges were randomly selected among the entire colleges in King Khalid University to participate in the research study from the database and the recruited respondents selected based on the inclusion criteria from the sampling frame (see table 1).Inclusion criteria for the sample frame were that employees must be teaching the staff of selected colleges in King Khalid University, Abha, Saudi Arabia.The minimum sample size for the study was 116 based on G*Power 3.1 calculations for a priori with Exact test family, bivariate correlation (Pearson product-moment correlation coefficient), two tails, medium effect, size 0.3, alpha .05,and power .90.Data collection was done using a questionnaire design that was directly administered to the recruited participants.250 questionnaires were sent to the participating colleges.
From the 250 administered, 146 individuals responded (n=146) and resulted in 146 sample size.The response rate was 58.4%.The response is 12% more than the minimum required sample size.

Demographic results
From the 146 respondents in the study, 119 (81.51%) were males, and 27 (18.49%)were females.Majority of the respondents 80 (54.79%) age ranged from 35 to 44 years old.The most frequent age group for the majority is 80 (54.79%) of respondents was 35 to 44-year-old.Majority of the respondents has postgraduate as the highest qualification 137 (93.84%) while 9 (6.16%) are graduates.Most of the respondents, 56 (38.36%) had working experienced between 1 year to 5 years while one person (0.68%) had 20 years and above as working experience.Table 2and figures  Internal consistency and reliability of the data were established with the use of Cronbach's alpha.Transformational leadership behaviour scale (4 items) overall Cronbach alpha is 0.97, while that of Job satisfaction scale (36 items) is 0.81, which signify a high level of internal consistency for both variables.Reliability coefficients for the transformational leadership scales ranged from .80 to .87.The Cronbach's alpha for Table 3 and 4 presents the reliability coefficients for the four transformational leadership characteristics and the job satisfaction scales.

Analysis and Results
Spearman's rank order correlation (Spearman's [ρ] rho), a non-parametric analysis, was utilized to analyse the association between transformational leadership and job satisfaction as the data for transformational leadership dimensions significantly deviated from a normal distribution.Spearman's rho was appropriate to analyse the data because the two variables met the three assumptions required to obtain a valid outcome.The variables are ordinal, observations are paired, and an initial evaluation based on visual inspection of a scatterplot showed a monotonic relationship between the variables.A monotonic relationship is a relationship between two variables.When the value of one variable increases, the other increases (positive correlation), or as the value of one variable increases, the value of the other variable decreases (negative correlation).
The results of Spearman's rho in Table 7 indicates that all the transformational leadership dimensions have a relationship with job satisfaction with intellectual stimulation having the highest correlation (R= 0.3622) while the inspirational motivation has the least correlation (R= 0.2934).
A p-value in Spearman's rho that is less than the 0.05 level of significance indicated that there is a significant level of relationship which exists between transformational leadership behaviour and job satisfaction.The value of Spearman's correlation coefficient (ρ), can range from -l to +1, indicating a perfect negative association or a positive perfect.The results indicated a weak positive correlation between individual dimensions of transformational leadership and job satisfaction, as shown below (see table 7).Regarding the overall transformational leadership behaviour and job satisfaction, the result shows a weak positive correlation with a statistical significance level of relationship that exists between the two variables (see table 8).
The multiple linear regression analysis signifies a weak positive correlation between transformational leadership behaviour and job satisfaction (R-value 0.386).The results of multiple linear regression analysis are illustrated in table 8 (Predictors: Constant-Transformational Leadership) moreover, (Dependent Variable: Job Satisfaction).R has a value of 0.386 and represents the simple correlation between transformational leadership and job satisfaction.The value R²=0.1491 shows that 14.9% of the variability of the dependent variable, job satisfaction is explained by the independent variable transformational leadership.Although this variability in job satisfaction can be explained by many factors, the model can explain 14.9% of it.To this end, 85.1% cannot be explained by just transformational leadership.Hence, there are other variables that influence job satisfaction.shows that the research model is not statistically significance between the dimensions of leadership behaviour and job satisfaction, this could be due to other variables not mentioned in the job satisfaction survey scale.

Hypotheses Testing
The hypotheses were tested on the outcomes of Spearman's rank order correlation analysis to determine the relationship between the transformational leadership dimensions and the job satisfaction of teachers at King Khalid University.The result of the test on hypothesis 1 and hypothesis 2 was found not to have statistically significant correlations between each transformational leadership variable and teachers' job satisfaction.On the other hand, the overall transformational leadership dimensions in combination had statistically significant correlations with overall job satisfaction.

HO1: Idealized influence has less influence on job satisfaction HA1: Idealized influence has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between idealized influence and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3452, p=0.0001.Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.

HO2: Intellectual stimulation has less influence on job satisfaction HA2: Intellectual stimulation has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between Intellectual stimulation and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia.Intellectual stimulation had the highest correlation with job satisfaction R=0.3622, p=0.0001.Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.

HO3: Inspirational motivation has less influence on job satisfaction HA3: Inspirational motivation has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between Inspirational motivation and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3622, p=0.0001.Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.

HO4: Individualized consideration has less influence on job satisfaction HA4: Individualized consideration has much influence on job satisfaction
The outcome of Spearman's rank correlation coefficient revealed a weak positive correlation between individualized consideration and job satisfaction of teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3334, p=0.0001.Thus, the null hypothesis is accepted while the alternative hypothesis is rejected.The result of the Spearman correlation of the overall transformational leadership behaviour and job satisfaction result shows a weak positive correlation with a statistically significant level of relationship between the two variables about teaching staff in the selected colleges in King Khalid University, Abha, Saudi Arabia, R=0.3459, p=0.0001.Thus, the null hypothesis is rejected while the alternative hypothesis is accepted.

Discussion
The aim of this quantitative cross-sectional study is to examine the relationship between transformational leadership and job satisfaction in a higher institution.Specifically, the study seeks to determine the relationship between transformational leadership (predictor variables) and job satisfaction (criterion variable) in selected colleges in King Khalid University, Abha, Saudi Arabia.Similar studies have been carried out in organizational context including higher institutions in Western and non-Western countries [3,5,21,22], but little is known about Saudi Arabia higher educational sector regarding the relationship between transformational leadership and job satisfaction.This present study will rely on data collected from selected colleges in Saudi Arabia based institution, King Khalid University, Abha.lthough some previous studies emphasized the positive effects transformational leadership has on job satisfaction [34][35][36][37][38][39][40][41][42], there is inadequate research on the relationship between transformational leadership and employees' job satisfaction in the selected colleges in KKU, Abha, Saudi Arabia.Based on existing research findings, the purpose of this study is to fill that gap and improve the understanding of transformational leadership and its association with job satisfaction in the educational sector specifically in the selected colleges in KKU.
The participants were drawn from the target population from three (medicine, dentistry and sciences) selected colleges of KKU, Abha, Saudi Arabia and a purposeful sample of 146 respondents participated in this present study.Data were collected for this present study with the use of a combined measuring instrument made up of two well-recognized instruments, namely MLQ and JSQ, which were manually administered.The job satisfaction survey scales were collected with the use of JSQ while transformation leadership behaviours scales were collected with the use of MLQ, which measured transformational leadership and its four dimensions [43].The results of this present research showed there is a weak positive correlation between individual dimensions of transformational leadership behaviour and job satisfaction (see table 7).Moreover, also the overall transformational leadership behaviour and job satisfaction result show a weak positive correlation with a statistical significance level of relationship that exists between the two variables (see table 8).
The following research questions were examined to determine the association between transformational leadership behaviour and employees' job satisfaction.These include:

Research question 1
What dimensions of transformational leadership most influence job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia?
The first research question examined the dimension of transformational leadership that influence on employees' job satisfaction, the findings of Thamrin (2012) [51], showed that transformational leadership did not affect employees' job satisfaction.Similarly, the findings by Long et al. (2014) [52] did not support previous studies that transformational leadership a significant and positive correlation with job satisfaction.Hanaysha, Khalid, Mat, Sarassina, Rahma & Zakaria (2012) in their study found that Inspirational stimulation to be positively correlated with job satisfaction, individualized consideration to be negatively correlated with job satisfaction while Charisma had no relationship with job satisfaction [53].This study relates to this study in that this present study also found a different degree of relationship with dimensions of transformational leadership with intellectual stimulation, indicating the most correlation.Tesfaw (2014) also found out that transformational leadership behaviour has a low to moderate level of overall teachers' job satisfaction [54].This result is similar to the present study.Other prior studies found a positive relationship with job satisfaction [39,48,[55][56][57][58].

Conclusions
This study concluded that transformational leadership behaviour and its four dimensions showed a weak positive correlation with a statistically significant level of correlation between transformational leadership behaviour and employees' job satisfaction among three selected colleges of Medicine, Dentistry and Sciences, King Khalid University, Abha, Saudi Arabia as measured by the Multi-factor Leadership Questionnaire and the job satisfaction questionnaire.It was also concluded that Intellectual stimulation had more influence, and inspirational motivation had the least influence on employees' job satisfaction.

Recommendations
The findings of this study have some importance for leadership training, policy makers and school management.The following recommendations can be made from the results of the study.To stimulate employees satisfaction with higher institutions, it is necessary for schools leaders to create an open and amicable climate in their institutions in which employees can freely express and share their opinions and collaborations on important decisions.This will reduce stress and boost job satisfaction and morale.
Programmes such as seminars, workshops and updates on school administration might be of great help.It is suggested that leaders must make themselves available to leadership training and development programmes to function most effectively.
More research in the area could extend to cover other constructs, which also relate to employees organizational effectiveness and outcomes.Numerous researches are needed at higher education.Further studies could also be investigated using private institutions from a broader variety of backgrounds as well as a comparative analysis between full-time faculty staff and part-time academic staff within higher education.
Finally, further studies could be carried out to look at how leadership can improve the performance of either public or private institutions.
Future research could include other leadership styles like transactional or laissezfaire, because other leadership styles may influence job satisfaction.Employees may prefer laisse-fair leadership, as this would allow them to do their jobs more independently.
A repeat of this research is recommended with individuals at different levels of the organization to find out whether these transformational leadership dimensions influence job satisfaction.

Limitations
Common to all research, this study was bound by some limitation that cannot be disparage.Using a cross-sectional research design limits understanding the relationship between transformational leadership employees' job satisfaction in selected colleges in King Khalid University, Abha, Saudi Arabia over time.The study examined transformational leadership and not the full range of leadership styles.Also, the study only measured employees' perception of leadership behaviour; no information was collected from leaders.
The results from leadership assessment provide a contrast between how leaders regard themselves and how subordinates regard them.These assessments contribute to changes in leadership behaviour by promoting self-cognizance and possibly encourage leadership development.
Another constraint of this present study is that the degree of the results will be generalized to the study population in the higher institution in Saudi Arabia.In light of the number of colleges and institutions involved in the study, as in this case three colleges within KKU and only one institution which is KKU.Conclusion about the whole population cannot be made.Additionally, the problem of association between male and female due to restrictive government policies on gender also constituted a limitation to this research as it was very difficult for the researchers to access many participants due to this restriction.Distribution according to educational level

HO1:
Idealized influence has less influence on job satisfaction HA1: Idealized influence has much influence on job satisfaction HO2: Intellectual stimulation has less influence on job satisfaction HA2: Intellectual stimulation has much influence on job satisfaction HO3: Inspirational motivation has less influence on job satisfaction HA3: Inspirational motivation has much influence on job satisfaction HO4: Individualized consideration has less influence on job satisfaction HA4: Individualized consideration has much influence on job satisfaction H05: There is no theoretical relationship between dimensions of transformational leadership and job satisfaction.HA5: There is a theoretical relationship between the dimensions of transformational leadership and job satisfaction.
1-5 displays the Demographic profile of study respondents as shown below Descriptive Statistics IBM SPSS version 20.0 was the statistical tool used to analyse the data.The four transformational leadership dimensions were measured with multi leadership questionnaire Form.The job satisfaction of teaching staff at King Khalid University was assessed by the use of the Job satisfaction survey scale.

Hypothesis 5 H05:
There is no theoretical relationship between dimensions of transformational leadership and job satisfaction.HA5:There is a theoretical relationship between dimensions of transformational leadership and job satisfaction.

Figures
Figures

Figure 1 Distribution
Figure 1

Figure 5 Distribution
Figure 5 Table 5 shows the descriptive statistics for the transformational leadership scales and job satisfaction scale.The Idealized Influence (ID) has the highest mean score of 54.77±SD11.7,while individualized consideration has the lowest mean score of 17.21±SD 4.33.Normality of the distribution was assessed with the means of the Kolmogorov Smirnov test.A test with a significance level of p < .05indicates that the data is not normally distributed and in this study, responses on transformational leadership behaviour were below 0.05 hence contravening the assumption of normality of data.The data for responses to job satisfaction did not contravene the assumption of normality.The results of the Kolmogorov Smirnov test in Table 6 indicate that data from dimensions of leadership behaviour do not follow normal distribution while job satisfaction data follow a Table 8 indicate that overall, this research model can statistically significantly predict the dependent variable, job satisfaction while in table 9, p-value

Table 1 :
Sample size distribution

Table 2 :
Demographic profile of study participants

Table 3 :
Item analysis of Management Behaviour scale Cronbach alpha: 0.9731 Standardized Alpha: 0.9733