The Role of Conscious Leadership in Reducing Job Alienation: An Analytical Study of the Opinions of a Sample of Employees at the Presidency of Sulaimani Municipality
DOI:
https://doi.org/10.36325/ghjec.v22i3.25140.Keywords:
Conscious Leadership, Job Alienation, Presidency of the Sulaymaniyah Municipality, Kurdistan Region–IraqAbstract
Background: Job alienation is an important organizational issue that may negatively affect employees’ attachment to their work. However, the actual level of job alienation and its relationship with conscious leadership remain unclear, creating a practical need for investigation.
Objectives: This study aims to examine the relationship between conscious leadership and job alienation among employees at the Presidency of Sulaymaniyah Municipality, assess the statistical relationship between conscious leadership and job alienation, and determine which dimensions make significant predictive contributions to job alienation.
Methods: The study adopted a descriptive-analytical approach. The study population comprised approximately 520 employees, and 250 questionnaires were distributed, 233 were returned, and 220 valid questionnaires were retained for analysis. Data were collected using a five-point Likert-scale questionnaire and analyzed using SPSS version 25 through descriptive statistics, Cronbach’s alpha, Pearson’s correlation, and simple and multiple linear regression.
Results: The findings showed that conscious leadership was perceived at a relatively high level, with Cognitive Awareness representing the most prominent dimension. Job alienation was at a relatively low to moderate level, with Normlessness being the most prominent dimension and Social Isolation the least prominent. A statistically significant negative relationship was found between conscious leadership and job alienation, and conscious leadership made a statistically significant negative contribution to the prediction of job alienation. At the dimensional level, Self-Awareness and Cognitive Awareness made statistically significant negative unique contributions, whereas Awareness of Others and Situational Awareness did not demonstrate statistically significant unique contributions.
Conclusion: The findings indicate a statistically significant negative association between conscious leadership and job alienation. In particular, Self-Awareness and Cognitive Awareness made significant predictive contributions within the model, while the overall explanatory capacity remained limited, suggesting that other factors may also contribute to employees’ experiences of job alienation.
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