Burns is the researcher who started researching the theory of transformational leadership initially. His idea was "transformational leadership could help leaders' and employees' to increase the level of motivation and morale based on the precondition".
Besides, transformational leadership means the way to "improve the higher level for task request of employee". Thus, it is available to inspire the subordinate's potential and it should allow employees with larger responsibility to become a subordinate with self-orientation and self enhancement capability. Therefore, motivate or inspired subordinates could achieve organizational vision and goals as well as personal achievement (Burns, 1978; Fry, 2003). Transformational leadership stands for authorization, clear vision, goals and it seems as essential components for employee job satisfaction (Iverson and Roy, 1994).
But based on Tichy and Devanna (1990), they define transformational leadership is associated with change, reformation, and entrepreneurship. Based on their finding, it is processed via approbating the requirement for a new lease of life, creating a clear goals and vision as well as systematic change.
Researches have demonstrated that transformational leadership has assured organizations will have higher productivity, employees will not quit easily, be more satisfied on their jobs (Clover, 1990; Masi and Cooke, 2000; Medley and Larochelle, 1995). According to Bass (1985) defines some relationships between transformational leader and subordinate which are charisma (or idealized influence), inspirational leadership, individualized consideration, and intellectual stimulation.
2.2 Dimensions/Components of transformational leadership
The dimensions of transformational leadership will be discussed in the following section. In the beginning, transformational leadership has only three components which are charismatic-inspirational, intellectually stimulating, and individually considerate. Nevertheless, the latest research has shown that the charisma factor can also be called Idealized Influence, was separated from the inspiration factor (Inspirational Motivation) (Shibru, 2011).
Bass (1997) and Bryman (1992) have created four dominant dimensions of transformational leadership:
(1) Idealized influence (charisma). Idealized influence is the behaviour that reflected by leaders showing charismatic personality. Leaders display conviction, infusing credibility, respect others, comprehend the importance of purpose, commitment, and set a clear future version. Based on Yammarino and Dubnisky (1994), Idealized influence and charismatic influence are basically the same. Sometimes different journals use different name, both can be exchanged, this is the main dimension of the transformational leadership. Using idealized influence, transformational leaders should be the role models for their employees.
Employees trust, respect and admire their leaders. Employees identify their leaders with charismatic traits and they try to emulate their leaders. Other than that, employees hope that leaders will have unique capabilities, persistence, and determination (Bass and Riggio: 2006).
Moreover, the core of idealized leadership represents the highest levels of ethics reasoning and perspective-taking capacity (Shibru, 2011). In order to get better development or future, these leaders are willing to do anything for the organizations or teams even sacrifice their own benefit. These leaders set high standards for achievement as well as are the role model for their followers. They make people believe them because those subordinate who work for them understands they are able to perform well, and their sacrifices can proof that their consistency for their actions and values. These are how people see the good in others at the beginning. When the good is not clear enough, they work to build it out with concern for people (Avolio, 2005).
(2) Inspirational motivation. Transformational leaders use their excellent communicating skill to attract employees toward the vision of the firms. It means a fluent and confident talking a vision could enhance optimism and passion, as well as giving interesting communications that energize other people (Yammarino and Dubnisky, 1994). "Transformational leaders obtain employees participated in envisioning impressed future states; they make clearly expectations that employees want to meet and also show commitment to goals and the shared vision" (Bass and Riggio: 2006).
It is about motivation to enhance the awareness of employees about the company's mission, vision, and committing to the vision is a crucial point of this factor. The major components of inspirational motivation are "company vision, communication, challenging to employees support and motivation, working with employees, and offering independence are the main values of inspirational motivation" (Sarros and Santora, 2001).
Leaders demonstrate an attractive future vision, test out subordinates with higher levels, communicate optimistically with passion, and offer support and meaning for what should be completed by using ordinary equipment to communicate purposes and expectations.
(3) Intellectual stimulation. Leaders doubt old assumptions, traditions, and beliefs, on the other hand, leaders are not conservative. Motivate new concepts and approaches of doing things. When facing problems, leaders prefer efficient problem solving and judgment approach.
Intellectual Stimulation mentioned to leaders who question their subordinates' opinions and concepts as well as values for solving problems. Via intellectual stimulation, transformational leaders could demonstrate their employees' new approaches of solving problems. These leaders encouraged their employees to use innovative method and thinking to deal with accustomed problems and they listen to employees' opinion even if different compared to them ((Muenjohn n.d).
A recent research has been completed in Neger Delta mentioned that intellectual stimulation provokes employees to think new ways in an innovative ways by getting them involved in the process of decision-making and problem solving that impact on their social, economic, environmental and political wellbeing (Nwagbara, 2010).
Intellectual simulation had a significant relationship with effectiveness and satisfaction in the quantitative research. Based on the research, encouraging and expecting employees to challenge their own old ways of doing things were main components that assist to keep on changing (Kirby and King, 1992).
Intellectual leaders see the merits of creating consistency through diversity. By combining and integrating a different range of visions, they can create real new concepts and initiatives. The aim of intellectual stimulation is to produce the highest levels of creativity from the employees continuously (Avolio, 2005).
(4) Individualized consideration. Leaders teach and coach every subordinate individually, consider their special needs, abilities, and ambitions, listen to them attentively.
These leaders will pay attention to every employee's requirements and needs for achievement and growth by acting as an advisor, coach or mentor. Subordinates and colleagues are developed continuously to the higher levels of potential. It occurs when new learning chances are coming in a supportive environment. Individual differences such as needs and desires are recognized. The leader represents missions as a means of developing employees. Delegated missions are spied to determine if the subordinates need extra help (Bass and Riggio, 2006).
The result on impact of transformational leadership on subordinates influence strategies support the above concept in that the subordinates of transformational leaders experience a total and unqualified belief in and identification with the leaders and their mission. Thus, "transformational leaders can be seen as helpful and friendly, so employees would use friendliness strategy more times" (Krishnan, 2004).
2.3 Job satisfaction
Job satisfaction is determined by factors such as goal setting, job design, demographic profile, rewards, leadership and individual differences (Griffin & Bateman, 1986).
Organizations are grappling with a new organizational climate, with a necessary for increasing productivity and better performance. These changes have effected on subordinate perceptions and morale. To fulfill the need for subordinate satisfaction has become the most important to companies in order to survive. It is now global accepted that motivated and committed workers contribute significantly to and determine organizational success (Hofmeyr, 1997).
Based on Thierry (1998), there are three methods to satisfaction: Satisfaction as the outcome of behaviour. It shows people's evaluation of the results produced in relation to needs, motives, values, or goals that are essential to them.
Satisfaction is a dimension of the controlling and regulating system. It emphasizes the range to which the evaluation of the outcomes leads to the introduction of changes. Those who are not satisfied with what they obtain are motivated to go in search of possible improvements. By contrast, if people are satisfied, they will try hard to repeat the behaviour unless other motives become more important.
Satisfaction is a result of behavior. This emphasizes behaviour that appears as an outcome of satisfaction and dissatisfaction. People who are dissatisfied with the results produced and do not consider themselves capable of altering them, are more likely to try hard for results outside work or possibly in another organization. On the other hand, if people are delighted with how much they can learn from their work, their feeling of involvement increase.
Leaders play a key role in the satisfaction and well-being of employees. Organizations need taking the suggestion of a leader' or 'supervisor' more seriously, be the one who provides regular feedback and acknowledgment, supports and develops subordinates and builds team work (Hofmeyr, 1997).
Subordinates and leaders may have different reasons for requesting organizational conditions that foster job satisfaction. Today's subordinates are concerned with values, fulfillment, a sense of wholeness, love, purpose, contribution and meaning. Just as the organization expects optimum performance from its workers, employees have come to expect job satisfaction as a right (Smith, 1992).
According to Rad and Yarmohammadian (2006), they mention that subordinate job satisfaction is how people feel about their working condition, environment or jobs. It is a kind of attitude and how they perform these jobs in organizations. Besides that, Locke (1976) notes that job satisfaction as significant influence of workers toward their jobs or job situations
Job satisfaction is basically recognized as a diversified structure which includes how subordinates feel toward both internal and external job elements. It encircles clear sides of satisfaction which relevant to salaries, welfares, promotion, work environment and condition, leadership, organizational practices as well as relationships with colleague (Misener et al., 1996).
There are a lot of factors which will affect employee job satisfaction such as salaries, welfares, achievement, self-government, acknowledgement, communication, working environment and conditions, colleague, qualification, professional ability, organizational culture, interpersonal relationships, working for a reputable supervisor, leader encouragement, positive sensibility, job security, workplace flexibility, working within a team environment. (Rad and Yarmohammadian, 2006)
Low satisfaction's sources are related to work with inexperienced or unsuitable trained workers, arduous assignments, for instance, administrative work, duties which need to be repeat completing, feel nervous with role expectations, role ambiguity, role conflict, job/patient care, feeling exhausted, more and more overtime, relationship with colleagues, personal factors and organizational factors (Blegen, 1993; McNeese-Smith, 1999; Thyer, 2003).
2.4 DIMENSIONS OF JOB SATISFACTION
According to Locke (1975), job satisfaction involves:
1. Work, which is inclusive of intrinsic interests, variety, opportunity for learning and chances for success
2. Pay, including amount, fairness and equity promotion, including opportunities.
3. Recognition including raises for accomplishment and credit for work done
4. Benefits which include pension, medical, annual leave and vacation leave
5. Working conditions such as equipment, ventilation and vocation supervision includes supervisory style and influence and human relations
6. Coworkers including competence, helpfulness and friendliness
7. Company and management which includes concerns for the employee
2.5 Relationship between transformational leadership and employees' job satisfaction
A research done by Packard and Kauppf (1999), mentioned that different leadership styles contribute to different perceptions of work environments and levels of job satisfaction among subordinates.
Employees experienced higher levels of job satisfaction with leaders who displayed higher levels of encourage and supportive behaviour. The research findings reinforced that leaders recognized the significance of employees' ability to interact with leadership and influence related results, for instance job satisfaction, they can better see when their leadership style is functional or dysfunctional. By providing a high level of support, a leader can facilitate conditions in the work environment that are both beneficial to and compatible with employees' requirements.
Transformational leadership was seen as becoming increasingly salient because of the personnel for whom future leaders will take responsibility.
Transformational leadership has been positively linked with how effective the leader is understood by employees, how much effort employees will spend for the leader, and how satisfied the employees are with the leader. (Medley and Larocheile, 1995)
Transformational leaders enhance employees' needs on Maslow's hierarchy from basic needs to self-actualization and made employees comprehend the goals and mission of the company, resulting in stronger subordinate satisfaction. (Hater and Bass, 1988). According to Bycio, Hackett and Allen (1995), regarding the conceptualization of further perspective of Bass's transformational leadership model, illustrates that transformational leadership has strong positive relationships with employees extra effort and satisfaction with the leader.
A study conducted by Howell and Avolio (1993), had shown that leadership behaviour based on contingent reward can influence employees' satisfaction and performance positively or negatively. Conversely, contingent reprimand or objection, basically had a negative effect on satisfaction and performance, especially if the leader passively waits for problems to occur before setting standards or taking any necessary actions.
Subordinates will be more satisfied with leaders who are thoughtful or supportive than with those who are either central or critical towards employees (Yukl, 1999). 
2.6 Theoretical framework
2.6.1 Dependent Variables
The dependent variable is defined as a variable of primary interest to the researcher. The researcher's goal is to forecast or explain the variability in the dependent variable (Sekaran, 1992). For the purpose of this research the dependent variable is job satisfaction.
This research is exploratory. The use of quantitative data is the most suitable for exploratory research. Structured questionnaires were used as the data collection method.
2.6.2 Independent Variables
The independent variables are the possible factors that may have the influence on the dependent variables which can be positive or negative. Therefore, the four components of transformational leadership which are Idealized influence, Inspirational motivation, Intellectual stimulation and Individualized consideration might be the factors that drive employees' job satisfaction.
2.6.3 Proposed conceptual framework
Independent Variables:
2.7 Hypotheses Development
Hypothesis 1: There is a significant relationship between idealized influence and employees' job satisfaction
Hypothesis 2: There is a significant relationship between inspirational motivation and employees' job satisfaction
Hypothesis 3: There is a significant relationship between intellectual stimulation and employees' job satisfaction
Hypothesis 4: There is a significant relationship between individualized consideration and employees' job satisfaction
2.8 Chapter Summary
This chapter includes the definition and components of transformational leadership and job satisfaction which cite many academic journals done by different researchers. Also, there are four hypotheses which are related to the components of transformational leadership and job satisfaction has been built based on the proposed conceptual framework.  
Chapter 3
Research Design
3.1 Introduction
The research design will be discussed in this chapter. For a start, discuss the data collection approaches which include primary and secondary data. After that, sampling design and techniques which include the sample size, population will be determined. Next, the research instrument- Multifactor Leadership Questionnaire (MLQ) and Job satisfaction Survey (JSS) questionnaires will be explained. Lastly, data collection procedures will be illustrated.
3.2 Data Collection Methods
3.2.1 Primary Data Collection
Primary data means the data observed or collected directly from first-hand experience (Business Dictionary, 2011). To collect the related primary data, a survey will be used. The survey will be a questionnaire form because of the consideration of cost and time constraint as well as the advantages offered by questionnaire. Primary data collection can focus on specific questions in order to modify easily as well as responses that will be used to secure the desired information from the respondents. Each participant who has been selected will be given a set of the questionnaire and were required to fill it and return it.
3.2.2 Secondary data
Secondary data means that published data and the data collected in the past or other parties (Business Dictionary, 2011). Unlike primary data, these data can be located quickly and price affordable. In this research some online academic from Emerald and Jstor, Teesside's library journals, past thesis will be collected and used as references.
3.2.3 POPULATION AND SAMPLE
This study will focus on Malaysia. However, it is too wide to focus on the country. Malaysia has approximately 28 million populations. Therefore this study will only concentrate on Johor state. This research sampling approach was designed for employees. These groups have been selected because they are related to this study. The sampling was chosen as 150 units. The respondents were selected randomly at service industry which is logistic to participate in the study. The participants were requested to fill in the questionnaires for the purpose of this study. The reason of using this sampling is because of it is cheap as well as can be completed quickly.
3.3 Data Collection Techniques
Two questionnaires were chosen to measure transformational leadership and employee's job satisfaction which are Multifactor Leadership Questionnaire (MLQ) and Job satisfaction Survey (JSS).
According to Carless, (1998), MLQ is the most popular and useful technique to assess transformational leadership. Bass (1985) developed the questionnaire to assess the extent to which leaders exhibit transformational and the extent to which followers are satisfied with their leaders and believe their leaders were effective (Hughes et al, 1993).
The MLQ measures subordinate perceptions of transactional and transformational leadership, and assesses perceptions of leadership behaviours that generate the higher-order developed needs and performance effects. The MLQ assesses five components of transformational leadership The scale comprises the following:
Transformational leadership
a) Idealized influence
b) Inspirational motivation
c) Intellectual stimulation
d) Individualized consideration
Respondents were requested to complete the MLQ individually. The questionnaire offers clear instructions for its completion. Questionnaire and answer sheet would be separated. There is no time limit when respondents are filling in the questionnaire. Individuals do not need direct supervision when fill in the questionnaire (Bass & Avolio, 1997).
Nevertheless, this study is only focusing on employees' perception, so the questions will be modified from active form to passive form.
The JSS is applicable to other organizations although it is uniquely designed for the public sector organizations. The scale was intended to include main factors of job satisfaction, with subscales that were obviously different in the content. The development of the JSS was predicated on the hypothesis that job satisfaction represented an affective or attitudinal response to a job. It was also designed to give an overall attitude score as a combination of individual facets (Spector, 1985).
For the purpose of the study, a facet scale was applied. The JSS measures the items required for the purpose of the research. The questionnaire also contained biographical information. The JSS can yield 10 scores. Each of the nine subscales produces a separate dimension score. The total of all items produces a total score. Each of the nine JSS subscales are scored by combining responses to its four items (Spector, 1997)
Table 3 presents the nine dimensions of job satisfaction, as well as overall job satisfaction being measured by the JSS.
TABLE 3: THE DIMENSIONS AND DESCRIPTION OF THE JOB SATISFACTION SURVEY (JSS) (Spector, 1997)
Dimension
Description
Pay
Satisfaction with pay and pay raises
Promotion
Satisfaction with promotion opportunities
Supervision
Satisfaction with the person's immediate supervisor
Fringe benefits
Satisfaction with fringe benefits
Contingent rewards
Satisfaction with rewards given for good performance
Operation conditions
Satisfaction with rules and procedures
Coworkers
Satisfaction with coworkers
Nature of work
Satisfaction with the type of work done
Communication
Satisfaction with communication within the organization
Each of the nine dimension subscales contains four items. Each of the items is a statement that is either favourable or unfavourable about an aspect of the job (Spector, 1997).
However, because of the consideration of consistency, there would be a little bit adjustment in questions. There would only be 27 questions which mean that each of the nine dimensions will consist of 3 questions only. Besides, a six point scale would also be changed to five-point likert scale.
A five-point likert scale is used for raters to provide their answers:
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
Respondents are asked to fill in the questionnaire about their job satisfaction. The JSS requires completing individually. Besides, clear instructions will be provided in the questionnaire. The items are printed on the answer sheet, which the respondent uses to record his or her answers. There is no time limit when respondents are filling in the questionnaire. Individuals do not need direct supervision when fill in the questionnaire (Spector, 1997).
Anselmsson, (2006) has proven that data collected by using questionnaire is reliable. The respondents were required to fulfill the questionnaire for the purpose of the study.
3.4 Questionnaire
The questionnaire is designed into three parts which has 44 questions in total. Part A consists of the personal demographic information of the participants such as gender, age and education level, which has 5 questionnaires. Part B is regarding the transformational leadership questions, which consists of 12 questions. Part C is regarding job satisfaction which consists of 27 questions.
Five Point Likert scale method was used in questionnaires for participants to select. Five Point Likert scale measurement is 1 meant strongly disagree, 2 meant disagree, 3 meant neutral, 4 meant agree and 5 meant strongly agree.
The MLQ questions are from the four components of transformational leadership which mean each of the components consist of 3 questions such as "The person I am rating makes me feel good to be around him/her", "The person I am rating express with a few simple words what I could and should do", "The person I am rating enables me to think about old problems in new ways" and so on.
The JSS questions are based on nine dimensions and each dimension consists of 3 questions. Questions were asked like "I feel I am being paid a fair amount for the work I do", "There is really too little chance for promotion on my job", "My supervisor is quite competent in doing his/her job", "I am not satisfied with the benefits I receive", "When I do a good job, I receive the recognition for it that I should receive" and etc.
3.5 Data Collection Procedure
According to Mouton and Marais (1990), data collection in the research design, is a challenge to the social science researcher because of people's rational, historic and normative characteristics. The crucial consideration of validity in the process of data collection is reliability. The application of a valid measuring instrument to different groups under different circumstances is required to lead to the same observations. The following data collection procedure was followed:
The MLQ and JSS were sent out with a question and answer sheet. The covering letter, biographical questionnaire and relevant questionnaires were sent to subordinates. The MLQ (rater questionnaire) together with the JSS were sent to subordinates. The subordinates were asked to complete the questionnaires anonymously and return them directly to the researcher, using the company's internal mailing system. The MLQ comprised only a rater questionnaire. The managers who received the questionnaires were instructed to complete the leader questionnaire themselves and distribute the rater questionnaires to their subordinates.
The JSS questionnaires were given only to the subordinates in order to measure subordinate job satisfaction. The subordinates were also asked to return the questionnaires directly to the researcher, using the company's internal mailing system.
3.6 Data Processing
The questionnaires which were collected from participants will be processed before sending to analyze. There are a few steps to carry out the process. For a start, questionnaire checking will be the first step. Completeness and validity will be check carefully. This process started when the respondents hand in the questionnaire to the researcher on-site.
Secondly, editing the data. Each questionnaire will be check for consistency, completeness and non-ambiguous responses. If there is any mistake, those questionnaires will be discarded in order to minimize response bias.
After finishing the editing step, the data will be transfer into the computer for analysis. Data will be typed manually entry into a computer software for analysis. SPSS is the software that will be used to process the data.
3.7 Chapter summary
In this chapter, primary and secondary data as well as sample method will be utilized. Data collection techniques consist of two techniques which are MLQ and JSS. Besides, some example questionnaire questions will be shown. Data collection procedure and data processing will be involved as well in order to show how the data was collected and how the data would be processing.
