Employee Satisfaction and Management Styles: Virgin Airlines Study

This report presents a case study examining the influence of different management styles – authoritative, affiliative, and democratic – on employee satisfaction at Virgin Airlines. The research employed a case study design, utilizing questionnaires to gather data from a sample of employees. The study aimed to determine the impact of each management style on employee satisfaction levels, considering factors like supervision, working conditions, and remuneration. Data analysis involved descriptive statistics, including frequencies, percentages, means, and standard deviations, along with Pearson correlation to assess relationships between management styles and employee satisfaction. The findings revealed that affiliative management had the highest mean score, while authoritative and democratic styles had the same mean score. However, the correlation results indicated no statistically significant association between the management styles and employee satisfaction. The report concludes with managerial implications and limitations of the study, offering valuable insights for the airline's management in improving its strategies and enhancing employee satisfaction.

Running head: MANAGEMENT 1
Influence of management styles on Employees satisfaction while working at the Virgin airlines
services
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MANAGEMENT 2
Abstract
The general objective of this study was to investigate the influence of management styles
on customers satisfaction while using the Virgin airlines. The case study research design was
used in the study. The questionnaire was used because a lot of information is gathered over short
period. Data were analyzed at descriptive levels using frequencies, percentages, mean (to
establish mean satisfaction) and standard deviation (to variation in customers attitude). The
values of standard deviation which are of importance since they help to check the variations
among respondents. According to the findings, Affiliative Management has the highest means
score of 4.2. In addition, Authoritative Management and Democratic Management styles had the
same means score of 3. On correlations the results confirm lack of statistically significant
association between the management styles and the client’s satisfaction while utilizing the Virgin
airlines services. For the age (years): Mean = 20.90, SD = 6.05, Range = 37 whereas for the
Gender: Female = 2, Male = 3, sample size (n)=5.
Keywords: Virgin airlines, perception maps, management, authoritative, affiliative,
democratic

MANAGEMENT 3
Table of Contents
Abstract............................................................................................................................................2
Introduction..................................................................................................................................4
Method.........................................................................................................................................4
Research Objectives.....................................................................................................................4
Importance of the research...........................................................................................................4
Scope of the Study.......................................................................................................................5
Analysis.......................................................................................................................................5
Managerial Implication................................................................................................................7
Limitations.......................................................................................................................................7
References....................................................................................................................................7
Appendices..................................................................................................................................8

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Influence of management styles on Employees satisfaction while using the Virgin airlines
services
Introduction
Management styles are characteristic ways of making decision and relating to
subordinates, (Graham, Ziegert, & Capitano, 2015). Employee satisfaction has been defined in
many ways. Some believe it is simply how content an individual is with his or her job, in other
words what they like or not like about the job such as the nature of work or supervision.
In the present study, job satisfaction will be defined as how content someone is with the
job, looking at various elements of satisfaction like supervision, working conditions,
remuneration, among other factors, (Granovetter, 2018). Virgin airlines has been marked with
various management crisis as evidenced by failure to attend to clients, pay employees and
workers in time, frequent go slow by employees, negative feelings of some employees towards
management, migration of some employees to other flight companies, conflict between
management team and employees, (Schermerhorn Jr, et, al, 2019). Most employees are not
satisfied with their jobs.
This dissatisfaction has led to reduced workers performance which has significantly
lowered the productivity and efficiency of the industry as evidenced by delayed attendance to
clients and poor working conditions, (Al Horr, Arif, Kaushik, Mazroei, Katafygiotou, &
Elsarrag, 2016). The present study intends to consider three management styles which include:
authoritative, affiliative and democratic management styles. The above literature clearly portrays
a lapse in management. The present study seeks to explain the lapse in terms of the relationship
between management styles and employees’ satisfaction.
Method
The case study research design was used in the study, (Yin, 2017). A case study is
research which seeks to give an in-depth analysis of a phenomenon or case (Creswell, & Poth,
2017). The design guided the study in data collection and analysis where percentages,
frequencies, and Pearson correlation were used at descriptive level. The case study was chosen
because a single case of management styles and satisfaction among employees has been deeply
described, (Northouse, 2018). Complete enumeration was used to sample customers since those
who had used the Virgin airlines were very few at the time of the study, (Moser, & Kalton,
2017). Primary data collection was done using semi-structured questionnaires. The questionnaire
had three sections: section A (Biodata), section B (Management styles) and section C
(satisfaction). The questionnaire was used because a lot of information is gathered over a short
period. For the age (years): Mean = 20.90, SD = 6.05, Range = 37 whereas for the Gender:
Female = 2, Male = 3, sample size (n)=5.
Research Objectives
The general objective of this study will be to investigate the influence of management
styles on customers satisfaction while using the Virgin airlines. The specific focus is to
determine the influence of authoritative management styles on customers satisfaction while using
the Virgin airlines, to assess the influence of democratic management on customers satisfaction
while using the Virgin airlines and to examine the influence of affiliative management on
customers satisfaction while using the Virgin airlines.
Importance of the research
The findings of this study will benefit the management of Virgin airlines in improving
management strategies hence increased productivity. It will help other managers in policy

MANAGEMENT 5
formulation concerning other flight parastatals. The research gaps of the study can be utilized by
potential researchers for further research.
Scope of the Study
The Researcher investigated the influence of management styles on customers
satisfaction while using the Virgin airlines. The employees of Virgin airlines were used as the
target population for the study. The management styles which were considered for the study are
authoritative, democratic, and affiliative styles of management. The study was confined within
Virgin airlines. The Virgin airlines were chosen for the study because of the various management
challenges it had faced in previous years.
Analysis
The introduction letter showing the purposes of the research was prepared and personally
delivered to prospective and respective participant to seek their willingness and consent to
participate in the study. Two days was used to get and fix an appointment date. On the date of
data collection, the researcher was self-administered the 5 questionnaires to 5 respondents
through the google forms. The participants were guided on how to fill the questionnaires based
on the instructions within the questionnaire. Data was collected on a stratum within a day; hence
the process took the shortest period.
Data were analyzed at descriptive levels using frequencies, percentages, mean (to
establish mean satisfaction) and standard deviation (to variation in customers attitude). The
values of standard deviation which are of importance since they help to check the variations
among respondents. At inferential level, Pearson correlation (to show relationship), was also
used, (Pyrczak, 2016). The data results were presented using figures and tables.
According to the findings, Affiliative Management has the highest means score of 4.2. In
addition, Authoritative Management and Democratic Management styles had the same means
score of 3, (see Table 1).
Table 1: Descriptive Statistics
N M
inimum
M
aximum
M
ean
Std.
Deviation
Authoritative
Management 5 3 3 3
.00 .000
Affiliative
Management 5 4 5 4
.20 .447
Democratic
Management 5 3 3 3
.00 .000
Valid N
(listwise) 5

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Figure 1: Perceptual map
The results in Figure 1, there are 6 two-dimensional maps. However, the maps above the
red diagonal line are identical to the maps that are below the line. Thus, we have only considered
looking at only one side. See, inside the circle. There are three two-dimensional maps. From the
map, we can see that there are three dots in each map. The dots represent the three management
attributes. From the map, it is easy to understand the attitudes of the respondents regarding the
five attributes and the three general management styles.
Correlations
Autho
ritative
Management
Affilia
tive
Management
Demo
cratic
Management
Authoritative
Management
Pearson
Correlation 1 .963 -.975
Sig. (2-
tailed) .173 .143
N 3 3 3
Affiliative
Management
Pearson
Correlation .963 1 -.880
Sig. (2-
tailed) .173 .315
N 3 3 3
Democratic
Management
Pearson
Correlation
-.975 -.880 1
Numbers 1-3 represent Management Styles 1-3

MANAGEMENT 7
Sig. (2-
tailed) .143 .315
N 3 3 3
Finally, on correlations the results confirm lack of statistically significant association
between the management styles and the client’s satisfaction while utilizing the Virgin airlines
services.
Managerial Implication
From the analysis, Affiliative Management has the highest means score of 4.2 implying
that is is the most witnessed management style at the Virgin airlines. However, there is
significant difference between the Authoritative Management and Democratic Management
styles now that they had the same means score of 3. In addition, from the map, it is easy to
understand the attitudes of the respondents regarding the five attributes and the three general
management styles. On correlations, the results confirm lack of statistically significant
association between the management styles and the client’s satisfaction while utilizing the Virgin
airlines services. This means that the management styles do not have any impact on the clients
while utilizing the Virgin airlines services. In other words, the management need not introduce
any new management style but instead continues with existing management styles as well,
(Thompson, 2017).
Limitations
Unreliability of the respondents thinking that they will be victimized. The researcher
assured the respondents on their privacy and confidentiality. In addition, inadequate
measurements for satisfaction variables.
References
Al Horr, Y., Arif, M., Kaushik, A., Mazroei, A., Katafygiotou, M., & Elsarrag, E. (2016).
Occupant productivity and office indoor environment quality: A review of the
literature. Building and Environment, 105, 369-389.
Creswell, J. W., & Poth, C. N. (2017). Qualitative inquiry and research design: Choosing among
five approaches. Sage publications.
Graham, K. A., Ziegert, J. C., & Capitano, J. (2015). The effect of leadership style, framing, and
promotion regulatory focus on unethical pro-organizational behavior. Journal of business
ethics, 126(3), 423-436.
Granovetter, M. (2018). Getting a job: A study of contacts and careers. University of Chicago
Press.
Moser, C. A., & Kalton, G. (2017). Survey methods in social investigation. Routledge.
Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
Pyrczak, F. (2016). Making sense of statistics: A conceptual overview. Routledge.
Schermerhorn Jr, J. R., Davidson, P., Woods, P., Factor, A., Junaid, F., & McBarron, E.
(2019). Management. John Wiley & Sons.
Thompson, J. D. (2017). Organizations in action: Social science bases of administrative theory.
Routledge.
Yin, R. K. (2017). Case study research and applications: Design and methods. Sage
publications.

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Appendices
Survey: A hypothetical statement
If there are other competing airlines in-flight market and the research suggesting that three
management attributes are important to customers: authoritative, affiliative and democratic
management. Thus, the three attributes of management styles have been considered as the
selected dimensions for perceptual mapping. To note, other consequences or values may not
have been considered. A total of 5 people of Virgin airlines Assessment Item 2 were surveyed
and their responses are given below:
On a scale of 1-5, where 1 = strongly disagree, and 5 = strongly agree.
Respondent #1:
Authoritative management
A good leader gives detailed and complete
instructions to subordinates rather than
giving them general directions and
depending on their initiative to work out
the details.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
Individual goal setting is superior to group
goal-setting.
Strongly disagree 1 2 3 4 5 Strongly
agree
3
A superior should give subordinates only
the information necessary for them to do
their immediate tasks.
Strongly disagree 1 2 3 4 5 Strongly
agree
5
Affiliative management
Leadership does not depend on having the
right inborn traits and abilities but
considering others.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
The use of rewards (for example, pay and
promotion) and punishment (for example,
failure to promote) is not the best way to
get subordinates to do their work.
Strongly disagree 1 2 3 4 5 Strongly
agree
5
In a work situation, if your subordinates
can influence you, you do not lose your
influence over them.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Democratic management
Individuals participate in the decision-
making process
Strongly disagree 1 2 3 4 5 Strongly
agree
2
Anyone can lead so long as he/she is
trained
Strongly disagree 1 2 3 4 5 Strongly
agree
4
A superior's influence over subordinates in Strongly disagree 1 2 3 4 5 Strongly 3
Response

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an organization is primarily not economic. agree
On a scale of 1-5, where 1 = strongly disagree, and 5 = strongly agree.
Respondent #2:
Authoritative management
A good leader gives detailed and complete
instructions to subordinates rather than
giving them general directions and
depending on their initiative to work out
the details.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Individual goal setting is superior to group
goal-setting.
Strongly disagree 1 2 3 4 5 Strongly
agree
1
A superior should give subordinates only
the information necessary for them to do
their immediate tasks.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Affiliative management
Leadership does not depend on having the
right inborn traits and abilities but
considering others.
Strongly disagree 1 2 3 4 5 Strongly
agree
5
The use of rewards (for example, pay and
promotion) and punishment (for example,
failure to promote) is not the best way to
get subordinates to do their work.
Strongly disagree 1 2 3 4 5 Strongly
agree
3
In a work situation, if your subordinates
can influence you, you do not lose your
influence over them.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Democratic management
Individuals participate in the decision-
making process
Strongly disagree 1 2 3 4 5 Strongly
agree
1
Anyone can lead so long as he/she is
trained
Strongly disagree 1 2 3 4 5 Strongly
agree
5
A superior's influence over subordinates in
an organization is primarily not economic.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
Response

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On a scale of 1-5, where 1 = strongly disagree, and 5 = strongly agree.
Respondent #3:
Authoritative management
A good leader gives detailed and complete
instructions to subordinates rather than
giving them general directions and
depending on their initiative to work out
the details.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
Individual goal setting is superior to group
goal-setting.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
A superior should give subordinates only
the information necessary for them to do
their immediate tasks.
Strongly disagree 1 2 3 4 5 Strongly
agree
5
Affiliative management
Leadership does not depend on having the
right inborn traits and abilities but
considering others.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
The use of rewards (for example, pay and
promotion) and punishment (for example,
failure to promote) is not the best way to
get subordinates to do their work.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
In a work situation, if your subordinates
can influence you, you do not lose your
influence over them.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Democratic management
Individuals participate in the decision-
making process
Strongly disagree 1 2 3 4 5 Strongly
agree
2
Anyone can lead so long as he/she is
trained
Strongly disagree 1 2 3 4 5 Strongly
agree
4
A superior's influence over subordinates in
an organization is primarily not economic.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
On a scale of 1-5, where 1 = strongly disagree, and 5 = strongly agree.
Respondent #4:
Response
Response

MANAGEMENT 11
Authoritative management
A good leader gives detailed and complete
instructions to subordinates rather than
giving them general directions and
depending on their initiative to work out
the details.
Strongly disagree 1 2 3 4 5 Strongly
agree
5
Individual goal setting is superior to group
goal-setting.
Strongly disagree 1 2 3 4 5 Strongly
agree
3
A superior should give subordinates only
the information necessary for them to do
their immediate tasks.
Strongly disagree 1 2 3 4 5 Strongly
agree
1
Affiliative management
Leadership does not depend on having the
right inborn traits and abilities but
considering others.
Strongly disagree 1 2 3 4 5 Strongly
agree
5
The use of rewards (for example, pay and
promotion) and punishment (for example,
failure to promote) is not the best way to
get subordinates to do their work.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
In a work situation, if your subordinates
can influence you, you do not lose your
influence over them.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Democratic management
Individuals participate in the decision-
making process
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Anyone can lead so long as he/she is
trained
Strongly disagree 1 2 3 4 5 Strongly
agree
3
A superior's influence over subordinates in
an organization is primarily not economic.
Strongly disagree 1 2 3 4 5 Strongly
agree
1
On a scale of 1-5, where 1 = strongly disagree, and 5 = strongly agree.
Respondent #5:
Authoritative management
A good leader gives detailed and complete
instructions to subordinates rather than
giving them general directions and
depending on their initiative to work out
the details.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Individual goal setting is superior to the
group goal-setting.
Strongly disagree 1 2 3 4 5 Strongly
agree
3
Response

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A superior should give subordinates only
the information necessary for them to do
their immediate tasks.
Strongly disagree 1 2 3 4 5 Strongly
agree
3
Affiliative management
Leadership does not depend on having the
right inborn traits and abilities but
considering others.
Strongly disagree 1 2 3 4 5 Strongly
agree
4
The use of rewards (for example, pay and
promotion) and punishment (for example,
failure to promote) is not the best way to
get subordinates to do their work.
Strongly disagree 1 2 3 4 5 Strongly
agree
2
In a work situation, if your subordinates
can influence you, you do not lose your
influence over them.
Strongly disagree 1 2 3 4 5 Strongly
agree
5
Democratic management
Individuals participate in the decision
making process
Strongly disagree 1 2 3 4 5 Strongly
agree
4
Anyone can lead so long as he/she is
trained
Strongly disagree 1 2 3 4 5 Strongly
agree
4
A superior's influence over subordinates in
an organization is primarily not economic.
Strongly disagree 1 2 3 4 5 Strongly
agree
2

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Descriptive Statistics
N Minimu
m
Maximu
m
Mean Std.
Deviation
A good leader gives
detailed and complete
instructions to
subordinates rather than
giving them general
directions and
depending on their
initiative to work out
the details.
5 2 5 3.40 1.342
Individual goal setting
is superior to group
goal setting.
5 1 3 2.40 .894
A superior should give
subordinates only the
information necessary
for them to do their
immediate tasks.
5 1 5 3.60 1.673
Leadership does not
depend on having the
right inborn traits and
abilities but considering
others.
5 4 5 4.40 .548
The use of rewards (for
example, pay and
promotion) and
punishment (for
example, failure to
promote) is not the best
way to get subordinates
to do their work.
5 2 5 2.80 1.304
In a work situation, if
your subordinates can
influence you, you do
not lose your influence
over them.
5 4 5 4.20 .447
Individuals participate
in decision making
process
5 1 4 2.60 1.342
Anyone can lead so
long as he/she is trained 5 2 5 3.60 1.140

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A superior's influence
over subordinates in an
organization is
primarily not economic.
5 1 3 2.00 .707
Valid N (listwise) 5
This table includes the values of standard deviation which are of importance since they help to
check the variations among respondents.

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After finishing the first step (involves obtaining mean values), the second step involves creating
a new data file, using the mean values as shown in the screenshot.
Figure 2: A perceptual map