Transformational Leadership and Employee Satisfaction in a U.S. Fast-Food Restaurant

Fast-food managers struggle with understanding what makes employees satisfied within the organization. An understanding of employee satisfaction may help fast-food managers support employees’ needs and improve their job satisfaction. Grounded in transformational leadership theory, the purpose of this quantitative correlational study was to examine the relationship between employee perceptions of their leader’s idealized attributes, idealized behaviors, intellectual stimulation, inspirational motivation, individualized consideration, and employee satisfaction. The participants included 31 fast-food employees and entry-level supervisors from 1 organization in the Midwestern region of the United States. Data were collected through electronic and paper surveys comprising Bass and Avolio’s multifactor leadership questionnaire and Spector’s job satisfaction survey. Data were then analyzed using a multiple regression statistical test. The model as a whole was able to significantly predict employee satisfaction, F(5, 25) = 3.478, p = .016, R2 = .350. A key recommendation is the implementation of a transformational leadership style within U.S. fast-food restaurants to promote employee satisfaction. The implications for positive social change include the opportunity to provide a foundation for organizational policies and programs to support employee satisfaction to improve community infrastructures