[Full text] Relationship between leadership style and health worker motivation, jo | JHL
The study found that there is a strong relationship between leadership style and employee motivation where the correlation was positive with transformational. employee performance. The purpose of this correlational research was to examine the relationship between leadership styles and employee motivation in public. relationship between leadership style and employee performance in an organization. Good motivation is critical for achieving organizational objectives.Leadership and Motivation
Teamwork Teamwork was measured as level of team climate, that is, shared perceptions of organizational policies, practices, and procedures. The original version Team Climate Inventory was a item, 4-scale tool 27 but for this study, we adapted a short form item tool 28 to measure teamwork among health workers.
This instrument was composed of 14 items and 4 dimensions, that is, vision, participation safety, information sharing, and support for innovation. Health workers who participated were asked to indicate social and psychological characteristics of their jobs using a 4-point Likert scale ranging from Not at all 1 to Frequently or Always 4.
This tool has been attached in Figure S3. The tools were all first pretested among health facilities in Central region, Wakiso district, during which we focused on the comprehensibility and relevance of the questions for all health workers and to localize some demographic and work-related questions to the Ugandan context.
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.
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.
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. Data Analysis Figure 2. Survey results were compiled and entered in SPSS and results were analyzed accordingly.
Applicable descriptive and Of total number of participants, 22 are in shared services inferential statistics has been extracted. For the results department, while eight are in operation. Education level analyzed using thematic and coding. Participants age Table 1. N Minimum Maximum Mean Std.
The Impact of Leadership Style on Employee's Motivation | islam javed - avesisland.info
Deviation Age 30 20 50 Participants positions managerial or non-managerial Figure 3. Two third of participants are having master degree while one-third is having bachelor degree.
Participants Years of Experience. The average years of experience are 5 years. Below graph shows the percentage distribution on what motivates the employees in the workplace, according to the participants. The highest motivator is trustworthy leadership, and the lowest is clear job description.
Which style of leadership is more likely to motivate the participants of the study? Impact of Leadership on Employees Motivation Figure 6. Participants Preferred Leadership style for Motivation. After describing each style of leadership, More than two- No significant correlation is found between the two variables. Findings from the Interview Part II: Correlation analysis The interview was conducted with 10 employees to validate the results of the survey.
The interview was semi-structure i. Correlation between education level and the preferred and it was short due to time limitation. The questions were style of leadership mainly derived from the survey questions. In general, 8 out Table 2. Correlation analysis of Educational level and Preferred of 10 employees agreed that transformational leadership is Motivational Style. The other two Which style of employees said that it is not a big matter to work with any Education leadership is more likely type of leader.
In the following part, I provide sample from Level to motivate you? Correlation analysis of Department and Preferred Leadership Style.
N 30 30 Pearson Employee 7: Motivation - The reason for the crisis. Motivation in second language education. How to motivate yourself and stay motivated. Retrieved July 05,from http: Why we misread motives [Electronic version].
Harvard Business Review, 8, 3. The interview conducted with the employees has revealed the  Schein, E. Organizational culture and leadership. Managers who want to motivate their staff shall be  Drucker, P. Management challenges for the 21st respectful, supportive and put the needs of their century. Listening to employees voices is important to improve the Psychology Interactive. Employee motivation [Electronic version].
Waiting until last minute to do intervention transactional Management Quarterly, 36, The motivation to work. Transaction Publishers, Originally published: Conclusion  Herzberg, F.
Years of experience of participants Figure 4. Participants Years of Experience. Below graph shows the percentage distribution on what motivates the employees in the workplace, according to the participants.
Which style of leadership is more likely to motivate the participants of the study? Participants Preferred Leadership style for Motivation. Correlation between education level and the preferred style of leadership Table 2. Correlation analysis of Educational level and Preferred Motivational Style.
No significant correlation is found between the two variables. Correlation between participants department and preferred style of leadership.
Correlation analysis of Department and Preferred Leadership Style. Findings from the Interview The interview was conducted with 10 employees to validate the results of the survey. The interview was semi-structure and it was short due to time limitation.
The questions were mainly derived from the survey questions. In general, 8 out of 10 employees agreed that transformational leadership is more likely to lead to a better job satisfaction. The other two employees said that it is not a big matter to work with any type of leader. In the following part, I provide sample from their responses: I feel that he is prioritizing our needs over his own needs and agenda" The interview conducted with the employees has revealed the following themes: Managers who want to motivate their staff shall be respectful, supportive and put the needs of their subordinates first.
Listening to employees voices is important to improve the work environment and motivate employees iii. Waiting until last minute to do intervention transactional leadership could have potential negative consequences. Conclusion The purpose of this research was to examine the perception of private petrochemical company employees about the leadership styles and its effect on employee motivation. A combination of qualitative and quantitative methods was used in this study.
Results from data collected indicate that leaders who adapt participative and transformational leadership are more likely to create an atmosphere of motivation among their employees. In general, transformational leadership might be of more preference for the employees of this study than transactional.
This result is consistent with other researches such as the research conducted by [ 21 ], [ 34 ] and [ 35 ]. Further research is required to the study findings with the similar firms in the region. References Davis, Beverly M. The impact of leadership on employee motivation Online. Inspiring your people for maximum performance. Motivation - The reason for the crisis. Retrieved July 7,from http: Motivation in second language education.
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Harvard Business School Press. Values-based leadership rebuilding employee commitment, performance, and productivity. Retrieved July 12,from http: How different leadership behaviors and communication styles affect levels of employee motivation in the financial industry Order No. Leadership and performance beyond expectations.
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