+

Employees Dont Leave

Companies they Leave
Managers
Impact of Leadership Style on Employee
Motivation

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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 the wrong leadership style?

What is the impact of leadership style on employee motivation?

+Literature Review and

Theoretical Framework
An Overview

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Leadership Models

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 supervisor-supervisee 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.

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Leadership Theory
An Overview

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Leadership Theory

Leadership Style &

Motivation

Leader-Member
Exchange Theory

Stringer (2006)

Expectancy Theory

Isaac, Zerbe, Pitt

(2001) and
Humphreys and
Einstein (2004)

Influence Triggers

Barbuto (2000)

Path-Goal
Instrumentality

Evans (1970)

Leadership Theory

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Stringer (2006)

The Link Between the Quality of the SupervisorEmployee Relationship and the Level of the Employees
Job Satisfaction Public Organizational Review

This study explores LeaderMember Exchange Theory (LMX

Theory), which theorizes when leaders and followers have
good exchanges or high quality effective LMX relationships,
they share mutual trust, feel better, accomplish more, and
the overall unit performance within organization is
enhanced.

The results of this study provide support for the proposition

that high-quality supervisoremployee relationships are
positively correlated with employee job satisfaction.

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Isaac, Zerbe, Pitt (2001)

Leadership And Motivation: The Effective Application Of

Expectancy Theory Journal of Managerial Issues

Blanchard warns if you want to know why your people are

not performing well, look in the mirror

The article supports this sentiment by suggesting that one

may move beyond mere existence as a manager,
supervisor or follower, and assume the leadership role
through the conscious, conscientious and consistent
application of principles relating to the expectancy theory
model

High levels of performance occur when leaders establish

motivational environments that inspire followers to achieve
levels of performance that meet their expectations and
perhaps exceed their initial beliefs in their own capabilities

+
Humphreys and Einstein (2004)

Leadership and Temperament Congruence: Extending the Expectancy

Model of Work Motivation Journal of Leadership and Organizational
Studies

This article presents a comprehensive representation of the work motivation

process and introduces temperament as a work motivation catalyst.

According to the model, enhanced follower motivation requires effective

leadership.

They agree with others (Barbuto, 2000; Wofford et al., 2001) that a one size
fits all approach will not improve the state of motivation for many followers
(Leonard et al, 1999: 984). This implies that leaders must engage in dyadic
relationships with followers with respect to the particular task and situation
and the individual self-concept and temperament of each. This seems to be
a tall order and some might suggest an unrealistic one. They disagree. It
does portend, though, that leaders must understand themselves and their
followers and effectively diagnose the leader/follower congruency, as well as
the situation, if enhanced follower motivation is the ultimate goal.

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Barbuto (2000)

Influence Triggers: A Framework for Understanding Follower

Compliance Leadership Quarterly

This article provides a framework for understanding the influence process

from the followers perspective and addresses why followers comply with
leaders directives

This framework is derived entirely from the followers perspective, focusing

on the reactions of followers to influence attempts rather than the actual
behaviors or interventions of leaders

A followers immediate reactions to a leaders explicit or implicit influence

attempts are termed influence triggers. They represent a reaction or internal
mechanism that responds to implied or explicit messages from leaders

To explain whether these influence triggers will lead to follower (target)

compliance, three intervening variables are proposed These are:

The targets resistance to the requested behaviors or goals

The targets sources of motivation

The targets perception of the leaders bases of social power

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Evans (1970)

Leadership and Motivation: A Core Concept Academy of

Management Journal

Path-Goal Instrumentality is the degree to which the individual perceives

that a given path will lead to a particular goal

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

Supervisor behavior will only have an impact upon worker behavior and
satisfaction if the following two conditions are met:

Supervisory behavior is related to the path instrumentalities perceived

by the worker

Path instrumentalities are related to satisfaction and performance

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

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Leadership Style
An Overview

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Leadership Style

Leadership
Leadership Style
Style &
& Motivation
Motivation

Transformational
Transformational

Wofford,
Wofford, Whittington
Whittington and
and
Goodwin
Goodwin (2001)
(2001) and
and
Mohammad,
Mohammad, Al-Zeaud
Al-Zeaud and
and
Batayneh
Batayneh (2011)
(2011)

Ethical
Ethical

Yidong
Yidong and
and Xinxin
Xinxin (2013)
(2013)

Servant
Servant

McCann,
Graves and
McCann, Graves
and Cox
Cox
(2014)
(2014)

Transactional
Transactional

Lavanya
Lavanya and
and Kalliath
Kalliath (2015)
(2015)

Leadership
Leadership Style
Style

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Wofford, Whittington and
Goodwin (2001)

Follower Motive Patterns As Situational Moderators For

Transformational Leadership Effectiveness Journal of Managerial
Issues

The findings indicate that managers can expect better performance when
they use transformational leadership behaviors with subordinates who
have high needs for autonomy or who have high growth need strength
than when they use these behaviors with subordinates who are low on
these motive patterns.

In addition, transformational leaders can expect higher satisfaction with

subordinates who are high in growth need strength as compared to who
are low.

The evidence indicating that leaders use transformational behaviors more

with some subordinates than with others suggests that managers should
consider the motive patterns of each subordinate and adapt their behavior
to match the subordinate's characteristics. They can behave in ways that
are effective for each subordinate rather than treating all the same.

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Mohammad, Al-Zeaud and
Batayneh (2011)

The relationship between transformational leadership and

employees satisfaction at Jordanian private hospitals
Business and Economic Horizons

The study aimed at identifying the relationship between

transformational leadership and job satisfaction of registered
nurses at Jordanian private hospitals

The study has shown a statistically significant positive relationship

existing between transformational leadership and job satisfaction

Based on the results concluded within the present study, leaders

should focus on being inspirationally motivating by looking toward
the future with optimism, articulating a vision of future, displaying
confident behavior as well as providing autonomy for ones work.
These characteristics were found to be related to job satisfaction.

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Yidong and Xinxin (2013)

How Ethical Leadership Influence Employees Innovative Work

Behavior: A Perspective of Intrinsic Motivation Journal of Business
Ethics

This work extended the literature in the sense that they explored and
affirmed the motivational aspect of ethical leadership.

They focused on how ethical leadership could enhance the employees

innovative work behavior by leading them to find interest from the work
and work for the sake of the work itself rather than the external rewards.

The subordinates of ethical leaders are more likely to perceive job

impact, autonomy, and competence in the work (Mayer et al. 2009;
Piccolo et al. 2010) when they perceive individually or agree collectively
that their leaders are ethical.

Then the intrinsically innovated individuals will display more innovative

work behavior as they experience more excitement, energy,
concentration (Ama- bile et al. 1996), commitment, and creativity
(Gagne and Deci 2005) in the work.

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McCann, Graves and Cox
(2014)

Servant Leadership, Employee Satisfaction and

Organizational Performance in Rural Community
Hospitals International Journal of Business and
Management

This research revealed that servant leadership and

employee satisfaction are strongly correlated

These findings are consistent with Jones (2012b) who

stated that servant leadership leads to greater customer
focus and employee satisfaction

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Lavanya and Kalliath (2015)

Work Motivation and Leadership Styles in relation to

Organizational Citizenship Behavior Annamalai International
Journal of Business Studies and Research

Based on the findings of the present study it can be concluded that

intrinsic work motivation (derived from the sheer enjoyment of
performing a task where the work itself acts as the incentive, because
workers enjoy what they are doing) and self concept external
motivation (ones desire for affirmation of traits, competencies and
values) have strong relationship with organizational citizenship
behavior among employees (individual behavior that is discretionary,
not directly or explicitly recognized by the formal reward system and
which promotes the effective functioning of the organization).

Likewise Transactional leadership style specifically leaders ability to

give rewards based on employees performance and management
outlook are definitely related to organizational citizenship behavior of
employees.

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Literature Gap
An Overview

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Gap - Autocratic Leadership

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.