EFFECT OF LEADERSHIP STYLE ON EMPLOYEE ENGAGEMENT WITH MOTIVATIONAL FACTOR AS MEDIATOR (original) (raw)
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Academy of Strategic Management Journal , 2021
The goal of this study is to investigate the moderating effect of motivational factors between the relationship of leadership styles and employee engagement in the Readymade Garments (RMG) industry of Bangladesh. Herzberg's two-factor and Full-range leadership theories were employed in the research. The study used a closed ended researcher-administered questionnaire to collect data from 387 employees in the RMG industry, using a deductive approach and quantitative technique. The findings demonstrate that intrinsic and extrinsic motivating factors, as well as transformational and transactional leadership styles, have a significant impact on employee engagement in the RMG industry. Intrinsic motivation moderates the relationship between transformational and transactional leadership styles and employee engagement while, Extrinsic motivation only moderates the relationship between transactional leadership style and employee engagement. For the ambitious objective of 2025, it is advised that the industry should focus on suitable leadership styles and motivating factors.
2022
This study inspects the effects of motivational factors (intrinsic and extrinsic) and leadership styles (transformational and transactional) on worker engagement in the ready-made garments industry of Bangladesh. The paper is based on Herzberg’s motivation-hygiene theory. The study adopted a quantitative technique and used SPSS to analyse the data assembled from a valid sample of 387 workers in Bangladesh’s ready-made garments industry. The findings show that extrinsic motivational factors positively correlate with worker engagement more than intrinsic motivational factors. Consequently, transformational leadership is positively associated with worker engagement more than transactional leadership among the workers in the ready-made garments industry of Bangladesh. In conclusion, it is suggested that the industry should focus more on the transformational leadership style compared to the transactional leadership style and workers have to be motivated to increase productivity in this specific industry.
Journal of Xi'an University of Architecture & Technology, 2020
The current study aims to extend the literature by examining the moderating effect of leadership styles on the relationship between motivational factors and employee engagement in the context of the readymade garment (RMG) industry of Bangladesh where both leadership styles, motivational factors and employee engagement are known to be at an unsatisfactory level. The study used Herzberg's two-factor theory and the full range leadership model. Quantitative technique had been used and the hypotheses were investigated through path coefficient analysis of 387 employees at the RMG industry of Bangladesh. The findings show that extrinsic motivational factors, intrinsic motivational factors, transactional leadership style and transformational leadership style have significant effect on employee engagement as well as transactional leadership style moderates the relationship between intrinsic motivational factors and employee engagement. The paper discusses the implications of the findings and provides constructive suggestions on how to use motivational factors and leadership styles to positively impact employee engagement. The conclusions recommend that the industry focuses on leadership styles and motivational factors in order to fulfil more ambitious targets and sustain business for the long term.
The Mattingley Publishing Co., Inc, 2020
This study aims to extend the literature by examining the mediating effects of transactional leadership style between the relationship of extrinsic motivational factors and worker engagement at Readymade Garments (RMG) industry in Bangladesh. The study is used Herzberg"s two factor theory and transactional leadership theory. Using the quantitative technique, the study has collected data from 387 worker of RMG industry. The findings show that extrinsic motivational factors have a positive relationship as well as effect on worker engagement and transactional leadership style are also positively related to worker engagement at RMG industry. Thus, transactional leadership style plays a mediating role in the relationship between extrinsic motivational factors and worker engagement. In conclusion, it is suggested that industry to focus, leadership style and motivational factors for filling the ambitious target to earn $50 billion by 2021.
Italian journal of psychology and occupational health, 2022
Introduction: This study investigates the effects of intrinsic and extrinsic motivational factors on employee engagement in the RMG industry in Bangladesh Methods: Based on Herzberg's Two Factor theory, this study has followed a quantitative approach to develop the hypotheses. The questionnaire has been adapted from the previous studies to conduct this study with seven Likert measurement scales. In addition, a self-administered questionnaire was used to collect the data cross-sectionally from a total of 500 respondents. Finally, the data have been analyzed by SPSS 29 for respondents' demographic profiles and smart PLS 4 to test the hypotheses. Results: Extrinsic motivational factors (0.402) and intrinsic motivational factors (0.296) have a large and medium effect size (f square) on employee engagement, respectively. In contrast, extrinsic motivational factors have a significant effect on employee engagement (b=0.536, t=6.365, p<0.000); and intrinsic motivational factors have a significant effect on employee engagement (b=0.503, t=4.528, p<0.001). Discussion and Conclusion: Extrinsic and intrinsic motivational factors significantly influence employee engagement. However, extrinsic motivational factors affect employee engagement more than intrinsic motivational factors. For example, authority, relationship with supervisor, variety, job security, advancement, salary, ability utilization, achievement, responsibility, recognition, and growth positively affect employee engagement in RMG in Bangladesh. On the other hand, relationships with peers, working conditions, company policy and procedure, Job itself, creativity, independence, and moral values do not affect employee engagement in RMG in Bangladesh.
IAR Consortium, 2021
This study aims to examine and analyze the effect of Employee Engagement and Transformational Leadership on Performance by mediating motivation. The sampling technique used the sesus method so that the number of respondents with the same number as the population was 138 people. Technical analysis of the data in this study consisted of testing the validity using factor analysis methods, reliability tests and multiple linear regression tests. In this study, there are five hypotheses proposed. The results of statistical testing showed that all indicators in this study were declared valid and all variables were declared reliable. Meanwhile, the results of the regression test prove that in the first model Employee Engagement and Transformational Leadership are able to contribute in explaining motivation, the second model states that Employee Engagement, Transformational Leadership and motivation are able to contribute in explaining performance. The f test results in the first equation show that Employee Engagement and Transformational Leadership have a simultaneous effect on Motivation, while the f test results in the second equation show that Employee Engagement and Transformational Leadership and Motivation have a simultaneous effect on Performance. The results of the t test in the first equation show that Employee Engagement has a positive and significant effect on Motivation, Transformational Leadership has a positive and significant effect on Motivation, in the second equation the t test results show that Employee Engagement has a positive and significant effect on Performance, Transformational Leadership has a significant positive and significant effect on performance and motivation positive and significant effect on performance. Furthermore, in the first path, the Sobel test results obtained that motivation was able to become a mediating variable on the influence of Employee Engagement on Performance. In the second path, it is known that motivation can be a mediating variable on the influence of transformational leadership on performance.
2021
This study aims to determine the effect of transformational leadership on employee engagement by mediating job satisfaction. The research was conducted with a quantitative approach. The data analysis technique used is Structural Equation Modeling (SEM). The research was conducted on the employees of the culinary business in Rantauprapat. 210 questionnaires were distributed and 159 returned. Therefore, the sample in this study was as many as 159 people. The results showed that there was a positive and significant influence between transformational leadership on job satisfaction, there was a positive and significant influence between transformational leadership on employee engagement, and job satisfaction had a positive and significant effect on employee engagement. The results also showed that job satisfaction had an indirect effect on employee engagement. Keywords: transformational leadership, job satisfaction, employee engagement
Lack of employee engagement to the work has created barrier to the development of the individuals and organisations that negatively influencing to the growth of garments industry of Bangladesh . According to , employee engagement is the elusive frame of mind that not only goes beyond satisfaction, but also ensures the long-term retention in the organisation of employees and their highly productive tenure. CIPD (2013) defines employee engagement as the positive presence of employees in the workplace and their willing contribution of intellectual effort, supportive or positive emotions and meaningful connection to others. In the employee engagement process, Lee and Lee (2014) advise managers or leaders to concentrate on understanding the areas or processes or things that motivate employees to be engaged in the workplace and perform well. Hilton et al. (2009) found that three-quarters of managers find it easy to motivate employees in the workplace based on employees being valued, being trusted, having clear goals, being empowered and having a personal motivational process that contributes to the development of employee engagement. Employers in all sectors concentrate on engaging employees because it not only improves business performance; it also creates a happier and healthier working environment in an organisation (CIPD, 2013).
2023
Leaders are essential in developing a culture that emphasizes on worker performance. In the meantime, managing the human resources is a critical undertaking for any manager in a company. It makes more sense, notably for an industry that relies heavily on labor, like the garment sector. As a result, the majority of clothing firms have built strong foundations to improve employee performance and one of the key components of those foundations is leadership style. The argument is that workers need leaders to assist them in addressing and resolving problems that arise in the workplace. The theory of transformational leadership has received a great deal of scholarly attention because of its importance in the competitive market environment and the favorable effects it has on workplace engagement that improve worker performance. Thus, the aim of this study is to investigate the factors impacting transformational leadership styles that could improve employee performance of the apparel sector managers in Bangladesh. It employs a deductive methodology approach along with qualitative techniques to explore the topic. It was discovered that the transformational leadership approach's influencing variables had a substantial impact on managers' ability to motivate their staff in Bangladeshi RMG industry. The core characteristics of a transformational leadership style place more focus on employees' sense of relevance in achieving employee performance. Thus, as for the suggestions, it was suggested to develop and maintain an organizationally broad culture that is perceived as transformative because the transformational leadership model promotes employee engagement, alters employees' ideas and attitudes and drives them. Transformational leadership may help firms to improve employee performance since it encourages learning, strengthens corporate communication and is very engaging to workers. Thus, all of those attributes may ultimately lead to higher employee performance.
Effect of Transactional Leadership Style on Employee Engagement
Strategic Journal of Business & Change Management, 2020
This study examined the effect transactional leadership style on employee engagement in public secondary schools of Murang’a County in Kenya. A survey research design was employed. The target population was 3,860 teachers. Systematic random sampling followed by use of random numbers were applied to sample 368 respondents in 306 Public Secondary Schools. Data analysis was carried out using descriptive statistical methods that provide measures of central tendency like the mean, standard deviation and percentages to describe the characteristics of the variables of interest in the study. The inferential statistical tools applied in this research were correlation analysis and linear regression. Statistical Package for the Social Sciences software (SPSS) version 23 was used to assist in data analysis. The results showed that transactional leadership had a positive significant effect on employee engagement and its dimensions. Based on the findings of this study, it was established that app...