“Leadership” a precursor of employees motivation and job performance

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By Divine K. VULLEY (Dr)

Studies have shown that leadership is required at all levels of establishment governance to ensure achievement of corporate goals (Yon, Kim, Ko, & Park, 2016). It has been established that through leaders, major decisions of organisations are carried out and that, through leadership, managers affect employee’s behaviour in an organisation. Thus, according to Park (2016), the outcome of effective leadership is motivated employees.

Abbas et al. (2010) have previously observed that for managers to be successful, they must be effective to enable them to influence employees for accomplishment of the organisational goals. Helping employees to discover and accomplish their personal career goals is very critical for them to contribute to the attainment of the organisational goals as well. To say a leader is effective according to scholars simply means that such a leader has the ability to motivate subordinates towards the accomplishment of the organisational goals or a collective mission (Mensah, 2013; Yon et al., 2016).

According to Rawung (2012), leadership has a significant impact to work motivation in administration of employee on corporate environment. In a university organisation, Ariyani (2011) also found that leadership has impact on individual’s motivation. According to Prasastono (2012), leadership plays a significance role in the hospitality industry.

In the public and civil service for example, Widyanto and Sutarno (2011) also affirm that there is a relationship between leadership, work motivation and job performance. Scholars in the educational sector have noted that leadership is very crucial in motivating teachers and that the educational system could collapse if teachers are not motivated to perform their duty effectively (Akafo & Boateng, 2015; Abugre, 2014).

Several studies (e.g.,Canary & McPhee 2011; Robbins & Judge, 2011; Abdalla, 2010) have demonstrated that effective leadership acts through empowering employees to engage them for improved work outcomes.

Canary and McPhee (2011) have observed that at the basic level, leaders can have a substantial impact on individual, group, and organisational outcomes. Similarly, a study by Leong and Fischer (2010) has indicated that motivation is thought to be a primary mechanism through which leaders exert their influence. Faeth (2010) argues that if leaders want to improve performance, the motivation of their followers (employees) should equally be enhanced.

Lussier (2013) have found that motivated workers are more dedicated to their organisation and as a result, increased productivity. The quality of a manager’s relationship with an employee is the most powerful element of employee motivation (Anderson & Adams, 2015; Weiner, 2012). According to them, a relationship creates a professional, positive and respectful attitude and employees are more likely to adopt a similar approach with their peers and enjoy work. It has been noted that the management and leadership styles adopted by a business and its management will have a determining effect on the motivation level, the morale and the job satisfaction of the employees (Manzoor, 2012).

Studies (e.g., Kula & Gueler, 2014; Rawung, 2012) have found that leadership could indirectly influence employees’ perceived competence level under certain circumstances through intellectual stimulation or emphasis on a worthy cause.

This suggests that leadership behaviours which involve building trust, inspiring a shared vision, encouraging creativity and emphasising development are positively related to employee commitment and performance (Huber, et al., 2016).

The writer is with the BoG (Banking Department)

[email protected]

 

NB: references available

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