EMPLOYEES DONT LEAVE COMPANIES THEY LEAVE MANAGERS:
THE IMPACT OF AUTOCRATIC LEADERSHIP ON EMPLOYEE
MOTIVATION INTRODUCTION Lara Ukeje was a rapidly rising star at Price Waterhouse Coopers. Everyone felt she would eventually become the Managing Director of the firm. In the course of her career, she developed an interest in Forensic Accounting. She joined the global professional association of forensic accountants, started a blog on forensic accounting and began to express her interest in being staffed on forensic accounting projects. However, she was thwarted in her efforts as the leaders in her firm refused to support her in her professional ambitions. Discouraged and disempowered, she left PwC when she got the opportunity to work as a forensic accountant at an oil and gas company. Is Lara a recalcitrant employee? Does she lack willpower? Or is she the victim of an autocratic leadership style? When is autocratic leadership appropriate and when does it disempower and demotivate employees? This paper seeks to shed light on these questions. LITERATURE REVIEW AND THEORETICAL FRAMEWORK Employee motivation has been a key topic in the management literature for a while. This interest and the desire to better understand motivation has led to the development of many models. Most of the models concerning these concepts suggest that there is indeed a relationship between leadership style and employee motivation. McGregors Theory Y states that good working relationships matter greatly in motivating employees. According to Herzbergs theory, a good supervisor-supervisee relationship is a Hygiene factor. According to Abraham Maslow, a good supervisorsupervisee relationship would satisfy the need for belonging and esteem. According to McClelland, employees with a high need for affiliation would need a good supervisor-supervisee relationship in order to flourish. Although leadership style and behaviors have drawn much attention, the focus is generally on the relationship between transformational, transactional and laissez-faire leadership styles on motivation. There has been no effort to analyze the relationship between autocratic leadership and motivation. Autocratic leadership is found to be a socio-cultural characteristic of African cultures and it is argued that, since, autocratic leadership behaviors are very
common in these organizational contexts, it is important to study
the impact it has on employee motivation. Such a study would 1. Abd-El-Salam, Shawky, El-Naha, Nawar (2013) The Relationship among Job Satisfaction, Motivation, Leadership, Communication and Psychological Empowerment: An Egyptian Case Study SAM Advanced Management Journal a. Employees appreciate the supervisors support, consideration, ability to communicate clearly, listen empathetically, fairness and accessibility b. Leaders should allow employees to express their opinions in constructive dialogues c. Designing jobs that allow for self-determination and that are meaningful to the employees are important steps in building employees job satisfaction, retention and wellbeing. 2. Evans (1970) Leadership and Motivation: A Core Concept a. Path-Goal Instrumentality is the degree to which the individual perceives that a given path will lead to a particular goal b. There are a variety of factors that can affect path-goal instrumentalities but the behavior of the supervisor can be one of the most potent c. Supervisor behavior will only have an impact upon worker behavior and satisfaction if the following two conditions are met: i. Supervisory behavior is related to the path instrumentalities perceived by the worker ii. Path instrumentalities are related to satisfaction and performance iii. If both conditions are met, then a relatively simple strategy will suffice. Any change in leadership behavior should have direct consequences for path-goal instrumentalities and hence on worker performance and satisfaction