Introduction Of Leadership Styles And Motivation

Introduction of leadership styles and motivation

Tackling the leadership issue is constantly a matter about what constitutes an acceptable leadership style to improve the morale of workers. And practical leadership style and its possible effect on the motivation of employees ( Fiaz, et al., 2017). or this reason, autocratic, democratic, and laissez-faire types are known to be independent variables, whereas the morale of workers is a dependent variable. Leaders play a crucial role in leading their members to successfully achieve their organizational goals. They need to interact effectively with their staff and handle intellectual resources, financing, and marketing carefully. In simple terms, leadership is a method by which an specific motivates or affects others to achieve organizational objectives (Kesting, et al., 2016). Employee encouragement is a means to accomplish unique goals that place commitment above and above the specified corporate objectives. Comprehensively speaking, workplace satisfaction is the degree to which workers are physically or mentally attached to the company (Anitha, 2014). To order to benefit from this advantage, leadership style is perceived to be the most significant factor to increasing workplace engagement. Induction of hard work, dedication employee engagement is at the root of corporate progress ( Fiaz, et al., 2017).  The major value of the dedicated workers is that there is less desire to leave the company. Employees' morale, efficiency and profitability will improve if they are handled in a positive leadership style. Leadership styles can be categorized as autocratic, laissez faire, or democratic (Lewin, et al., 1939).

Leadership styles

Leadership allows companies to be more successful and efficient, but the degree of effectiveness relies on the nature of the organization. Leader and the resulting environment have been created for employees to function well. To a large degree, the leadership style of managers affects prized workplace results such as low staff turnover, decreased absenteeism, customer loyalty and operational performance. Similarly, the type of leadership governs behavioral, incentive, and discipline (Haq & Kuchinke, 2016). Equally, leadership style influences interpersonal, incentive, and discipline hats mold employee actions, morale, and attitudes that impact on organizational efficiency (Puni, et al., 2014).

Autocratic leadership

A leader holds arbitrarily all the decision-making power, identifying policies,         processes for achieving goals, work assignment, connections, control of rewards, and penalty (Van , et al., 2004). Autocratic leaders rely heavily on legitimacy, influence, strength, coercion and hard work to get the job completed  (Puni, et al., 2014).

Democratic leadership

Recommend that democratic leadership style directs more on people and there is more communication within the group (Bhatti, et al., 2012). The leadership roles are combined with the participants of the organization and the leader is component of the squad.

Laissez faire leadership

The key focus of laissez faire leadership is neither on success nor on people;  the theoretical premise is that human beings are inherently unreliable and unmanageable, and attempting to understand them is a waste of time and resources. On this premise, the leader tends to keep a low profile, values all the political districts within the organization, attempts not to generate waves of disruption, and depends on the few supporters available to do the job (Chaudhry & Javed, 2012)

 Motivation and Leadership

Employees' motivation depends on leadership styles, although it differs from organization to organization. Motivation of employees in the open field is very important as the execution of governments and their organizations involve our society much more than any other private division group.

Figure 1

Source: Fiaz, et al. (2017).

A multiple regression analysis using three independent variables was carried out to evaluate the relation between workplace engagement and leadership styles. The operationalization of reliant and unbiased variables are as follows ( Fiaz, et al., 2017).

• EM pfe = β0 + β1 (AL) + β2 (DL) + β3 (LF) + ηi +ɛit
• EM pfe = Employees’ motivation (procedure-concentrating appraisal)
• AL = Autocratic Leadership
• DL = Democratic Leadership
• LF = Laissez faire
• ηi=unobservable heterogeneity
• Ɛ it= error term
• Β0=constant variable
• Β1, β2, & β3= Proportionate change in dependent variable due to independent
• variables.

According to above main three leadership styles having significant impact of employee’s motivation

Conclusion

Three prominent styles of leadership and understanding their impact on the motivation of employees at work. The findings of the study show that all three styles of leadership have their own importance in enhancing the motivation and performance of employees.

References

Fiaz, M., Su, Q., Ikram, A. & Saqib, A., 2017. LEADERSHIP STYLES AND EMPLOYEES’MOTIVATION: PERSPECTIVE FROM AN EMERGING ECONOMY. The Journal of Developing Areas, vol.51, no.04, pp. 144-145.

Anitha, J., 2014. ‘Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, vol.43, no.02, pp. 292-293.

Bhatti, N; Maitlo, GM; Shaikh, N; Hashmi, MA; Shaikh, FM, 2012. The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, vol.5, no.02, p. 192.

Chaudhry, A. & Javed, H., 2012. Impact of transactional and laissez faire leadership style on motivation. International Journal of Business and Social Science, vol.3, no.7, pp. 15-20.

Haq, A. U. & Kuchinke, K., 2016. Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, vol.2, no.1, pp. 54-64.

Kesting,. P., Ulhøi, J., Song, L. & Niu, H., 2016. The impact of leadership styles on innovation-a review. Journal of Innovation Management, vol.3, no.4, pp. 22-41.

Lewin, K., Lippitt, R. & White, R., 1939. Patterns of aggressive behavior in experimentally created “social climates”’. The Journal of social psychology, vol.10, no.2, pp. 269-299.

Puni, A., Ofei, S. & Okoe, A., 2014. The effect of leadership styles on firm performance in Ghana. International Journal of Marketing Studies, vol.6, no.1, p. 177.

Van, Vugt; Jepson, M; Hart, SF; CM; De Cremer, D,2004. Autocratic leadership in social dilemmas A threat to group stability. Journal of Experimental Social Psychology, vol.40, no.1, pp. 1-13