In addition to addressing leadership and motivation as theories rather than as scientific fact, there are other relationship between the worker and the task. Abstract: A study was conducted to investigate the relationship between employee motivation and leadership. For this purpose, empirical studies on various. The relationship between leadership styles, which managers practice, and their motivation, which drives them in accomplishing their organizational goals, is.
He should make sure that his subordinates are encouraged and trained in a manner that meets the needs of the business.
Leadership and Motivation
Appreciation and rewards are key motivators that influence a person to achieve a desired goal. If a certificate is awarded to a person, it should mention the particular act or the quality for which the individual is being rewarded. Being a role model is also a key motivator that influences people in reaching their goals. A leader should set a good example to ensure his people to grow and achieve their goals effectively.
Encouraging individuals to get involved in planning and important issues resolution procedure not only motivates them, but also teaches the intricacies of these key decision-making factors.
Moreover, it will help everyone to get better understanding of their role in the organization. The communication will be unambiguous and will certainly attract acknowledgement and appreciation from the leader.
Developing moral and team spirit certainly has a key impact on the well-being of an organization. The metal or emotional state of a person constitutes his or her moral fabric. There are three main types of leadership.
Autocratic leadership; where the leader knows best and makes decisions on his own, democratic leadership; where leaders make decisions after consultation with staff, and laissez faire; where the broad objectives of the organization are told to the employees, and decision making authority is delegated to them. Each of these different styles of leadership are required in different situations and it must always be remembered that there are no right or wrong style of leadership.
Only appropriate styles of leadership exist. Motivation is the feeling of want within a person to perform a task and to do it to the best of his or her abilities. Motivation is the feeling of encouragement and enthusiasm to perform a certain task. Motivation is very important for any organization because any organization which has highly motivated employees is more likely to have high productivityless absenteeism, low labour turnover, less industrial action and a good employee employer relationship.
Leadership and motivation go hand in hand. The way staff are deal with, using the different styles of leadership determines their motivation.
We later conducted a pilot test prior to data collection with the research assistants to ensure consistency of the interview techniques. It was expected that item scores would correlate higher with own hypothesized sub-category scales than other sub-category scales.
Leadership and Motivation
For example, for using the Multifactor Leadership Questionnaire, sub-categories II, IS, IC, IM would correlate higher with transformational leadership style while Cr, MEa would correlate higher with transactional leadership style and MEp, Lf would correlate higher with laissez-faire leadership style. The similar method was applied on motivation and team-climate questionnaires based on their sub-categories.
Correlation values of 0. Dataset was transferred to Stata software version All variables with 4-point Likert scales were collapsed into dichotomous variables to simplify analysis of the highly skewed responses on the 4-point Likert scale, and for better visualization of the results.
The Link Between Leadership And Motivation And How It Affects You
We reversed responses to negative items so that higher scores indicate disagreement to these statements. We conducted 2 separate factor analyses to identify and confirm latent variables reported by the different questionnaires used.
Exploratory factor analysis was done to identify latent variables reported by job satisfaction questionnaire and confirmatory factor analysis was done to confirm the latent factors reported. Five latent factors were identified from the job satisfaction questionnaire, while 11 latent factors of Mulitifactor Leadership Questionnaire, 4 of Team Climate Inventory, as well as 5 of the motivation questionnaire were confirmed.
Descriptive statistics including frequency and percentage were computed for all variables along with inferential statistics methods to include simple correlation to evaluate the correlations between leadership styles and job-related attributes motivation, job satisfaction, and teamwork and multiple logistic regression to assess the relationships between components of each leadership style as independent variables and job-related attributes as dependent ones.
Following an explanation of the study, health workers who agreed to participate in the study completed the survey questionnaires anonymously and returned them to the research assistant at the end of the day.
Table 2 Descriptive characteristics of sampled health facilities Abbreviation: Though laissez-faire leadership was negatively correlated with motivation, job satisfaction, and team work, this was not statistically significant.
Table 3 Correlations between leadership styles and worker-related behaviors among health workers in Uganda Notes: Table 4 Logistic regression of components of each leadership style with motivation, job satisfaction, and teamwork Notes: Discussion Much as extensive research has been made on the relationship between leadership styles and job-related behaviors in health care, 31 — 33 there is limited research on exploring this relationship among health workers in resource-limited settings like Uganda.
Results from this study indicate that health workers in Uganda preferred leaders who were transformational compared with being transactional or laissez-faire. Staff motivation, job satisfaction, and teamwork were positively correlated with transformational leadership whereas only staff job satisfaction and teamwork were positively correlated with transactional leadership. Motivated staff was positively associated with leaders who exhibited II behavior and attributed but negatively associated with those who exhibited management by exception.
Job satisfaction was positively associated with only IS. Teamwork was positively associated with II behavior and attributed and Cr. The study was able to conclude that the more transformational the health facility manager was, the more motivated, satisfied, and team-spirited the health worker subordinates will be compared with those whose health facility managers were transactional or laissez-faire. This finding was consistent with a study in Jimma University Hospital, which found that staff nurses preferred leaders with transformational rather than transactional styles.
Facilities whose leaders adopt transformational leadership have the ability to motivate their staff compared with those whose leaders adopted transactional leadership.
Specifically, facility leaders who were seen to exhibit management by exception behavior were less likely to motivate their subordinates.
In Uganda today, motivating workers who are poorly paid and work in difficult circumstances is still challenging. These findings were consistent with a study in Ethiopia, 8 which found that, of all transformational leadership dimensions, the beta coefficients of IS had the strongest correlation with both intrinsic and extrinsic job satisfaction.
This could be because leaders who display IS assist followers to develop new ideas, and motivate them to take alternative routes to problem solving. This finding is consistent with a study in the Netherlands that realized that much as the teams flourished under a leader who was more charismatic and approachable compared with one who was mostly displaying transactional leadership traits, a mixed leadership is regarded as the most effective.