Transformational Leadership and Job Satisfaction – A Case Study of Afghan Youth Services Organization (AYSO)

Leaders must inspire individuals and teams in contemporary organizational structures characterized mainly by emphasizing cooperation. Organizations worldwide are attempting to embrace leadership abilities instead of relying solely on management theories and practices, which allows them to maintain their followers' motivation and achieve optimal results. The researcher chose AYSO as a model organization because of transformational leadership and its sound effects on employees' job satisfaction levels. However, the researcher discovered that the organization did not implement transformational leadership; instead, managerial behaviors were used. Meanwhile, after conducting several examinations, the researcher discovered that the Afghanistan environment lacked the necessary information on transformational leadership and its success stories. Furthermore, the data were collected from a stratified sample of employees from different departments of the AYSO. The case study, research design, and deductive approach are used in this research. At the same time, a total number of 85 employees out of 107 employees of different departments and units of the Afghan Youth Services Organization (AYSO) were selected. The main finding of this study is that job satisfaction depends on the group of four transformational leadership dimensions in AYSO. At the same time, Individualized Consideration among AYSO employees is found to have a significantly superior effect on Job Satisfaction. In order to foster an environment of trust among their subordinates, the researcher advises AYSO supervisors to learn the techniques and concepts of transformational leadership. The study also suggests that to foster a supportive atmosphere and assist employees in realizing their full potential, leaders should coach people while taking notice of their requirements, goals, and abilities.