Employee Motivation

Topics: Leadership, Management, Organizational studies and human resource management Pages: 10 (3707 words) Published: February 1, 2015
IMPACT: International Journal of Research in
Business Management (IMPACT: IJRBM)
ISSN(E): 2321-886X; ISSN(P): 2347-4572
Vol. 2, Issue 5, May 2014, 1-10
© Impact Journals

LEADERSHIP STYLES AND EMPLOYEE MOTIVATION: AN EMPIRICAL
INVESTIGATION IN A LEADING OIL COMPANY IN INDIA
R. GOPAL1 & RIMA GHOSE CHOWDHURY2
1

Director and Head, Department of Business Management, Padmashree Dr D.Y.Patil University, New Mumbai, Maharashtra India
2

Head of HR, Researcher, India for Quinnox Consultancy Services, Department of Business Management, Padmashree Dr D.Y.Patil University, New Mumbai, Maharashtra, India

ABSTRACT
The objective of this study is to explore 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. Data was collected from these 50 respondents belonging to different age groups, educational background, occupational status, job tenure, gender. 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 dominantleadership styles were transformational and transactional and employees were moderately motivated. The results show that different leadership style factors will have different impactson employee motivation components.

KEYWORDS: Leadership Styles, Transformational Leadership, Transactional Leadership, Laissez Faire Leadership, Employee Motivation

INTRODUCTION
The key influencers for organisational effectiveness are leadership and employee motivation. Leadership style extensively influences employee’s commitment and dedication. While the correlation between leadershipstyle and motivation has been studied in awide variety of sectors and in an equally wide variety of demographic settings, few of these studies focus on this relationship in the context of a corporate in oil and refinery segment. Specifically, this study concerns itself with full-time white-collar employees in the Company and explores the effect of leadership behavior, as adapted from Bass and Avolio’s (1997) Full Range Leadership Development Model, on employee motivation, as adapted from WMS-work motivation scale. Company Overview

The organisation chosen for the study is India's leading oil company with business interests straddling the entire hydrocarbon value chain – from refining, pipeline transportation and marketing of petroleum products to exploration & production of crude oil & gas, marketing of natural gas and petrochemicals. Impact Factor(JCC): 1.3423 - This article can be downloaded from www.impactjournals.us

2

R. Gopal & Rima Ghose Chowdhury

THEORETICAL PERSPECTIVE
Definitions of leadership can be as diverse as number of historians and philosophers, who have attempted to demystify it. Broadly speaking, leadership is an influence relationship among leaders and followers to perform in such a way to reach a defined goal or goals (Bennis & Nanus 1985; Burns 1978). According to Bass and Avolio (1997) finding one specific definition of leadership is a very complex task as studies on this topic are varied and there is no single generally accepted definition. Some definitions describe leadership as an act of influence, some as a process and yet others have looked at a person’s trait qualities (Lussier and Achua, 2001).

TRANSFORMATIONAL LEADERSHIP
Transformational leaders do more with followers and colleagues than transactional...


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