R.Gopali, and motivation is also positive and the

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R.Gopali, Rima Ghose Chowdhury (2014).
Leadership Styles and Employee Motivation: An Empirical Investigation in a
Leading 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 refinery
Company, leadership styles (the independent variable) influence employee
motivation (the dependent variable). Data of both types, primary and secondary,
have been used for the study. Secondary data has been collected through
published data in public domain. For primary data, using random sampling, 75
questionnaires were distributed, out of which 50 were completed. The
questionnaire contains different elements drawn from a) The Full Range
Leadership Development Model, developed by Bass and Avolio (1994) and b) Work
Motivation Scale. The instrument employs 29 questions on Leadership style and
10 questions on Motivation, on a 5-point and 7-point scale respectively. The
survey was administered between Jan and March 2014. The researcher found that
the dominant leadership styles were transformational and transactional and
employees were moderately motivated. The results show that different leadership
style factors will have different impacts on employee motivation components.
Co-relation between Transformational Leadership styles and employee motivation
is positive and the score is 0.602. Co-relation between transactional style and
motivation is also positive and the score is 0.329. However, the degree of
co-relation is less, which means that, transformational style of leadership
motivates employees more than transactional style. Laissez-fairre style, on the
other hand, has a negative co-relation with motivation. This means that
employees are not satisfied. All the co-relations are highly significant.

Liridon Veliu, Mimoza
Manxhari, Visar Demiri, Liridon Jahaj (2017). The Influence of Leadership
Styles on Employee’s Performance. Journal
of Management ?
2 (31).
study investigates the employees performance at Business Organizations in
Kosovo due to effect of different leadership styles. The impact of autocratic;
bureaucratic; charismatic; democratic; laissez-faire; transformational and
transactional leadership styles on employee performance at Business
Organizations in Kosovo is determined. The role of leaders in today’s organizations
has changed and the success of any organization relies on the leadership styles
practiced by the leaders. A good leader understands the importance of employees
in achieving the goals of the organization, and that motivating the employees
is of paramount importance in achieving these goals. Different leadership
styles bring about different consequences, which have direct or indirect impact
on the attitude and behaviors of the employees. The findings of this study
indicated that democratic, autocratic and transformational leadership styles
positively impacted the level of employee performance.  The results of the correlation analyses
revealed that charismatic, bureaucratic, laissez-faire and transactional leadership
style has a negative impact on the level of employee performance but
statistically it is not significant. Each leadership style is a combination of
different types of behavior and characteristics of leaders. If there is the
need to make a decision quickly and take urgent action, a leader should rely on
the autocratic style. If the group is undisciplined and poorly organized, the
autocratic style is more efficient. The democratic leadership style matches
with a well-organized and stable group. In the longer term, the democratic
style of leadership, which includes giving employees a certain freedom and
involving them in decision-making, is more productive.  The transformational leadership style matches
with attempts to induce followers to reorder their needs by transcending
self-interests and strive for higher order needs. The result clearly indicates
that transformational leadership is correlated with employee performance. These
results also informed that employee performance is heavily relying on
leadership and it can play a vital role in determining the performance of
employees, so managers must carefully analyze, what kind of leadership they
should adopt if they to want to increase employee performance.

Iqbal, Anwar, Haider (2015). Effect of Leadership
Style on Employee Performance. Arabian Journal of Business and Management
Review .
The purpose of the study was to investigate the effect of the different
leadership styles (autocratic, democratic, and participative) on the employees’
performance. The autocratic style is characterized by an “I tell” philosophy. The
democratic approach is characterized by an “I share” philosophy. Participative
leadership style is that involves all members of a team in identifying
essential goals and developing procedures or strategies for reach those goals. One
of the main benefits of participative leadership is that the process allows for
the development of the additional leaders who can serve the organization at a
later date. As elaborate by Myron Rush and Cole the participative style of
leadership has a greater positive effect on employee performance in which
situation employee feel power and confidence in doing their job and in making
different decisions. And in autocratic style leaders only have the authority to
take decisions in which employees’ feels inferior in doing jobs and decisions.
In democratic style employee have to some extent discretionary power to do work
so their performance is better than in autocratic style. The
authoritative style is appropriate when new employees are unfamiliar and don’t
have sufficient know how about their jobs. The consultative style is
appropriate when organization needs creative problem solving. The participative
style is appropriate when organization have competent and talented team members.
The democratic leadership style in Al-Ghazi tractor factory would further empower
their employees by developing teams and according some measure of power and
authority to their employees. The Al-Ghazi tractor factory would immediate
reduces the autocratic leadership practices. Hence, Al-Ghazi tractor factory
would advocate for the better leadership styles that suites different
situations so as to reduce the dominance of autocratic leadership unless in
situations where it is necessary.

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Somaye Bahmanabad. A
Case Study of the Impact of Leadership Styles on Bank Employees’ Job
Satisfaction. Södertörn university, The Institute of Social
Sciences, Bachelor Thesis 15 hp.
affects the organization effectiveness in a numerous amount of ways. Due to
circumstances there are a number of changes that take place in leadership. Leadership
is the powring force that governs the functioning of the employees; especially
in the banking sector.  Questionnaire in
the form of survey was used to collect the data. The data was tested using the
Structural Equation Modeling (SEM) Method using Lisrel software. The impact of
using transformational, relation-oriented and transactional leadership styles
and their direct effect on job Satisfaction. A total of one hundred
questionnaires were distributed among SEB and Swede bank´s employees and
seventy-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 leadership
style (Relation-oriented, Transactional, and Transformational) have a
significantly positive effect on both the employer and employee’s satisfaction
with the job.  The results indicate that
the Transformational approach ads the most contribution toward job satisfaction
compared to the Transactional and Relation-oriented styles of leadership. There
is a significant relationship between the transactional leadership and job
satisfaction. There is a significant relationship between the relati on-oriented
leadership and job satisfaction.

Categories: Case Study


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