“R.Gopali, both types, primary and secondary, have been

“R.Gopali, Rima Ghose Chowdhury (2014).Leadership Styles and Employee Motivation: An Empirical Investigation in aLeading Oil Company in India.

IMPACT:International Journal of Research in Business Management (IMPACT: IJRBM)ISSN(E): 2321-886X; ISSN(P): 2347-4572 Vol. 2.The study explores how at the western region of a leading oil and refineryCompany, leadership styles (the independent variable) influence employeemotivation (the dependent variable). Data of both types, primary and secondary,have been used for the study.

Secondary data has been collected throughpublished data in public domain. For primary data, using random sampling, 75questionnaires were distributed, out of which 50 were completed. Thequestionnaire contains different elements drawn from a) The Full RangeLeadership Development Model, developed by Bass and Avolio (1994) and b) WorkMotivation Scale. The instrument employs 29 questions on Leadership style and10 questions on Motivation, on a 5-point and 7-point scale respectively. Thesurvey was administered between Jan and March 2014.

The researcher found thatthe dominant leadership styles were transformational and transactional andemployees were moderately motivated. The results show that different leadershipstyle factors will have different impacts on employee motivation components.Co-relation between Transformational Leadership styles and employee motivationis positive and the score is 0.

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602. Co-relation between transactional style andmotivation is also positive and the score is 0.329. However, the degree ofco-relation is less, which means that, transformational style of leadershipmotivates employees more than transactional style. Laissez-fairre style, on theother hand, has a negative co-relation with motivation. This means thatemployees are not satisfied. All the co-relations are highly significant.Liridon Veliu, MimozaManxhari, Visar Demiri, Liridon Jahaj (2017).

The Influence of LeadershipStyles on Employee’s Performance. Journalof Management ?2 (31).Thisstudy investigates the employees performance at Business Organizations inKosovo due to effect of different leadership styles. The impact of autocratic;bureaucratic; charismatic; democratic; laissez-faire; transformational andtransactional leadership styles on employee performance at BusinessOrganizations in Kosovo is determined. The role of leaders in today’s organizationshas changed and the success of any organization relies on the leadership stylespracticed by the leaders. A good leader understands the importance of employeesin achieving the goals of the organization, and that motivating the employeesis of paramount importance in achieving these goals.

Different leadershipstyles bring about different consequences, which have direct or indirect impacton the attitude and behaviors of the employees. The findings of this studyindicated that democratic, autocratic and transformational leadership stylespositively impacted the level of employee performance.  The results of the correlation analysesrevealed that charismatic, bureaucratic, laissez-faire and transactional leadershipstyle has a negative impact on the level of employee performance butstatistically it is not significant. Each leadership style is a combination ofdifferent types of behavior and characteristics of leaders. If there is theneed to make a decision quickly and take urgent action, a leader should rely onthe autocratic style. If the group is undisciplined and poorly organized, theautocratic style is more efficient. The democratic leadership style matcheswith a well-organized and stable group.

In the longer term, the democraticstyle of leadership, which includes giving employees a certain freedom andinvolving them in decision-making, is more productive.  The transformational leadership style matcheswith attempts to induce followers to reorder their needs by transcendingself-interests and strive for higher order needs. The result clearly indicatesthat transformational leadership is correlated with employee performance. Theseresults also informed that employee performance is heavily relying onleadership and it can play a vital role in determining the performance ofemployees, so managers must carefully analyze, what kind of leadership theyshould adopt if they to want to increase employee performance.Iqbal, Anwar, Haider (2015). Effect of LeadershipStyle on Employee Performance. Arabian Journal of Business and ManagementReview .

The purpose of the study was to investigate the effect of the differentleadership styles (autocratic, democratic, and participative) on the employees’performance. The autocratic style is characterized by an “I tell” philosophy. Thedemocratic approach is characterized by an “I share” philosophy. Participativeleadership style is that involves all members of a team in identifyingessential goals and developing procedures or strategies for reach those goals.

Oneof the main benefits of participative leadership is that the process allows forthe development of the additional leaders who can serve the organization at alater date. As elaborate by Myron Rush and Cole the participative style ofleadership has a greater positive effect on employee performance in whichsituation employee feel power and confidence in doing their job and in makingdifferent decisions. And in autocratic style leaders only have the authority totake decisions in which employees’ feels inferior in doing jobs and decisions.In democratic style employee have to some extent discretionary power to do workso their performance is better than in autocratic style. Theauthoritative style is appropriate when new employees are unfamiliar and don’thave sufficient know how about their jobs. The consultative style isappropriate when organization needs creative problem solving.

The participativestyle is appropriate when organization have competent and talented team members.The democratic leadership style in Al-Ghazi tractor factory would further empowertheir employees by developing teams and according some measure of power andauthority to their employees. The Al-Ghazi tractor factory would immediatereduces the autocratic leadership practices. Hence, Al-Ghazi tractor factorywould advocate for the better leadership styles that suites differentsituations so as to reduce the dominance of autocratic leadership unless insituations where it is necessary.Somaye Bahmanabad. ACase Study of the Impact of Leadership Styles on Bank Employees’ JobSatisfaction. Södertörn university, The Institute of SocialSciences, Bachelor Thesis 15 hp.Leadershipaffects the organization effectiveness in a numerous amount of ways.

Due tocircumstances there are a number of changes that take place in leadership. Leadershipis the powring force that governs the functioning of the employees; especiallyin the banking sector.  Questionnaire inthe form of survey was used to collect the data. The data was tested using theStructural Equation Modeling (SEM) Method using Lisrel software.

The impact ofusing transformational, relation-oriented and transactional leadership stylesand their direct effect on job Satisfaction. A total of one hundredquestionnaires were distributed among SEB and Swede bank´s employees andseventy-one fully answered questionnaires were used for statistical analysis.In other words, seventy-one percent of the questionnaires were returned.  The results clearly show that leadershipstyle (Relation-oriented, Transactional, and Transformational) have asignificantly positive effect on both the employer and employee’s satisfactionwith the job.  The results indicate thatthe Transformational approach ads the most contribution toward job satisfactioncompared to the Transactional and Relation-oriented styles of leadership.

Thereis a significant relationship between the transactional leadership and jobsatisfaction. There is a significant relationship between the relation-orientedleadership and job satisfaction.Linjuan Rita Men (2010) Measuring the Impact of Leadership Style and EmployeeEmpowerment on Perceived Organizational Reputation.

Institute of public relations.The current study examines the impact of organizational leadership onpublic relations effectiveness from an internal perspective. Specifically, itbuilds links between leadership style, employee empowerment, and employees’perception of organizational reputation. The results showed thattransformational leadership positively influences employees’ perception oforganizational reputation, not only directly but also indirectly, throughempowering employees. Transactional leadership represented by contingent rewardbehavior has a significant negative direct effect on employees’ perception oforganizational reputation. Transformational leaders are more likely to delegatepower to employees and involve them in decision making than transactionalleaders.

Employees who feel more empowered in terms of competence and controltend to have a more favorable evaluation of organizational reputation. Significanttheoretical and practical implications of the findings are discussed.Weiping Jiang, XianboZhao, Jiongbin Ni (2017). The Impact of Transformational Leadership on EmployeeSustainable Performance:The Mediating Role of Organizational CitizenshipBehavior. Transformational leadership has drawn extensive attention inmanagement research. In this field, the influence of transformationalleadership on employee performance is an important branch. Recent researchindicates that organizational citizenship behavior plays a mediating rolebetween transformational leadership and employee performance. However, some ofthese findings contradict each other.

Given the background where greaterattention is being paid to transformational leadership in the constructionindustry, this research aims to find the degree of the influence oftransformational leadership on employee sustainable performance, as well as themediating role of organizational citizenship behavior. A total of 389questionnaires were collected from contractors and analyzed via structuralequation modeling. The findings reveal that employee sustainable performance ispositively influenced by transformational leadership. In addition, more thanhalf of that influence is mediated by their organizational citizenshipbehavior. These findings remind project managers of the need to pay closeattention to transformational leadership, to cultivate organizational citizenshipbehavior, and thereby to eventually improve employee’s sustainable performance.AliM. Alghazo , Meshal Al-Anzi (2016) The Impact of Leadership Style on Employee’sMotivation.

International Journal of Economics and Business Administration.This mixed methods study aimed to examine the relationship between theadopted leadership style and employees motivation in a private petrochemicalcompany that is located in the eastern province of Saudi Arabia. A survey wasdeveloped and distributed to 30 employees in two departments. Furthermore,interviews were conducted with a focus group of 10 employees to validate theresults of the survey.

The study found that there is a strong relationshipbetween leadership style and employee motivation where the correlation waspositive with transformational style and negative with transactional style. Thepurpose of this research was to examine the perception of private petrochemicalcompany employees about the leadership styles and its effect on employeemotivation. A combination of qualitative and quantitative methods was used inthis study. Results from data collected indicate that leaders who adaptparticipative and transformational leadership are more likely to create an atmosphereof motivation among their employees. In general, transformational leadershipmight be of more preference for the employees of this study than transactional.The implication of this study is that managers who want to be more effectivemight need to be more inspirational, supportive, resourceful, and work todevelop their subordinate’s capabilities.

Further research is required to thestudy findings with the similar firms in the region.

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