Motivational Climate and Leadership Styles (original) (raw)

IMPACT OF LEADERSHIP STYLES ON EMPLOYEE MOTIVATION

IJSREM Journal, 2021

After the globalization, liberalization, and privatisation in 1991 value of human resource is realized by corporate sector in India. Every company wants to attract best human resource. All organization is in need of creative, innovative and hardworking employee. Industrial leaders are the main leader who attractsthese employees. It's on the shoulder of leaders to keep good working environment for the employees.This study will help the managers to understand the importance of leadership styles and its impact on employee motivation.It will create a base for researchers and academicians for further research.

Leader Behavior and Organizational Effectiveness: The Moderating Effect of Organizational Climate

Since the turn of the century, the area of leadership has been the object of analysis and study. Despite the fact that today literature is replete with theories and definitions (Bass, 1981), there is still a great deal to be known about this subject. According to Stogdill (1974, p. 72), "reviews ... have been cited as evidence in support of the view that leadership is entirely situational in origin and that no personal characteristics are predictive of leadership. This view seems to overemphasize the situational and underemphasize the personal nature of leadership." This assertion was based on the fact that the same traits were not particularly useful in distinguishing leaders from non-leaders. Recent reviews (e.g., Yukl, 1981) also strengthen the contention made by Stogdill. For example, Miner's (1978) six motives to manage have documented greater predictive power for managers in larger and more bureaucratic organizations than for managers in smaller and less hierarch...

Effects of Leadership Styles on Employees' Motivation: A Literary Debate

Administrative and Management Sciences Journal

Leadership styles are diverse modes of behavior exhibited by individuals in leadership roles. There are different leadership styles, like autocratic, democratic, servant, transactional, transformational, and laissez-faire. Each style has unique attributes and can be effective in different contexts. No single leadership style is universally the best (Odumeru & Ifeanyi, 2013). The effectiveness of a leadership style depends on the organizational context, the specific situation and the individual characteristics of their leaders and followers. Effective leaders often adapt their style to meet the needs of their team and the challenges they face (Dartey-Baaha & Mekporb, 2017). The effectiveness of a leadership style in motivating employees depends on the specific needs and the dynamics of the team, as well the organizational environment (Hasan & Rjoub, 2017). Successful leaders often adopt a flexible approach, adjusting their style to the context and the individuals they are leading. Each leadership style uniquely impacts employee's motivation, influences how well employees achieve organizational goals and objectives. Understanding these impacts can help leaders choose the most appropriate style for their context and goals (Gandolfi & Stone, 2018). Both transactional and transactional leadership styles have distinct impacts on employees' motivation. Transformational leadership is generally more effective in fostering long-term engagement, innovation and job satisfaction, but it requires leaders with strong interpersonal skills and emotional intelligence. Transactional

The Impact of the Leadership Style on the Organizational Climate in a Public Entity

Management Dynamics in the Knowledge Economy Journal, 2014

Many previous researches had explored the concepts of leadership styles and organizational climate, but just a very few had explored them together. erefore, in order to be able to build a theoretical basis to this topic and then to develop a case study to emphasise the relationship between the leadership style implemented within a public sector entity and the organizational climate characteristics found in there, I immersed myself into the speci c literature and considered di erent theoretical patterns in particular for the above mentioned concepts. People's general perception is that public organizations rarely achieve their objectives, the employees are not doing their job properly and there is no e ciency in using neither resources nor proper motivation of employees. is negative image could be a projection of the internal dissatisfaction towards payment, recognition, career prospects and leader's behaviour. Consequently, a deeper leader's actions analysis will provide further information on this perception and so will do the study of the organisational climate. e concept of organizational climate has a great deal of components through which it can be de ned. Some of the organizational climate essential factors are: the structure, motivation, interpersonal relations, exibility, support, communication, information, working conditions, rules and regulations, objectives, management and leadership. People tend to internalize the organizational climate and as a result the way they perceive it has an important role on their behaviour. us, there is a strong relationship between the leader's behaviour and the organisational climate. It is known that a leader's best way of action depends on a series of situational factors and the employees' level of professionalism is one of them. Public sector leaders should also adapt themselves to the organisational climate requirements and should adopt a more exible working system. rough their approach leaders have to succeed to motivate talent, capability and reward consistency. e relation with their employees should upgrade to absolute trust and open communication. rough all of these, public leadership will achieve performance and will also strengthen the organization's reputation and image. For a better understanding of the leadership process within a certain kind of climate into a public entity, we have conducted a survey by applying two questionnaires: the rst one is to identify the leadership style operational into the entity and the second one is to analyze The Impact of the Leadership Style on the Organizational Climate in a Public Entity 156 | Carmen NOVAC, Crina Iulia BRATANOV (2014) the organisational climate variables. e leadership questionnaire is a tool created based on the Hersey-Blanchard leadership model-leadership styles against the maturity of employees. e second questionnaire used was Ticu Constantin's organisational climate questionnaire through which the organisational climate intensity within the entity was measured. We would like to think that the outcome of the study is a supportive indicator when it comes to assess the results and performance in the studied organisation.

The Influence of Leadership Style and Organizational Climate on Work Relationship

The International Journal of Engineering and Science, 2016

The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.

Leadership style and managerial type as related to working climate, gender and personality

2002

The study considers relations in a group of 95 managers, 41 women and 54 men, between working climate of their units, their leadership styles in terms of their subordinates ’ ratings of employee-centeredness, change-centeredness and production-centeredness, and their personality patterns according to the Spiral Aftereffect Technique (SAT). Eight managerial types were distinguished, based on low and high ratings on the three leadership style dimensions. Women were rated as being high on change-centeredness more often than men. The working climate of the unit of a ”vague manager ” or of a ”bureaucrat ” was rated as being low, that of a ”gardener”, of a ”buddy manager ” and to some extent of an ”all-round manager ” as being high. Managers classified as M− on the SAT were frequently low or very low on employee-centeredness and change-centeredness, those classified as Mo frequently high or very high on these dimensions. Mo was typical for an ”all-round manager ” and for a manager at a un...