CHAPTER I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Leadership and the different associated styles have an immense impact on how employees perform
and grow, to lead positive organizational outcomes. The purpose of this study would be to
investigate the impact of leadership styles on motivation and commitment, as a predictor of group or
organizational performance. For ages, Leadership has been a subject of much debate and
deliberation and how the different styles of leadership evoke different responses from followers. In
corporate context the dynamics of these two entities the leader and the led play a key role in shaping
the destiny of the organization. The study followed the positivist paradigm which provided an
objective reality against which claims were compared and truth was ascertained. In this descriptive
study, the goal has been to discover the pattern of cause and effect, which can predict phenomenon.
As a part of the descriptive research methodology, data collected has been subjected to the thinking
process in terms of ordered reasoning. A quantitative research approach has been used to analyze the
hypothesized relationships.

Types of Leadership Styles

1. Transformational style
There are various styles of leading, such as transformational, transactional and laissez-faire.
Transformational Leadership Transformational style of Leadership comprises of the components of
idealized influence, inspiration, intellectual stimulation and individualized consideration and has
been suggested widely as the optimum style for managing change. Bass, Waldman, Avolio, and
Bebb (1987) discovered that leaders scoring higher on Transformational Leadership factors have
followers who display greater levels of transformational behaviors." The goal of transformational
leadership is to “transform” people and organizations in a literal sense – to change them in mind and
heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with
beliefs, principles, or values; and bring about changes that are permanent, self perpetuating, and
momentum building." - Steven Covey, Author of 7 Habits of Highly Successful People.

1
2. Transactional Leadership
The locus of the relationship is on an exchange. Each party to the exchange recognizes the value of
the exchange as well as the value of the relationship, but these bargainers have no reason to remain
together subsequent to the exchange. There is nothing enduring about their relationship; no actual
engagement has occurred. That is, transactional leaders expect certain work behaviors from their
subordinates who are compensated for these behaviors by both monetary and nonmonetary rewards.

3. Laissez-faire leadership
Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which
leaders are hands-off and allow group members to make the decisions. This style of leadership
implies that someone in the position of a leader does not fulfil leadership responsibilities and
practically does not engage or involve in any meaning full transactions whatsoever. This leader does
little or nothing to affect either the followers or the outcomes of their behaviors. Passive or avoidant
leadership describes the leaders who avoid getting involved in the work progress and decision
making. Goals and standards of tasks are not clearly articulated for the followers. This leadership
style consists of passive management-by-exception leadership and are seen as withdrawn and
uninvolved. Passive management-by-exception leadership (MBEP) refers to the leaders who avoid
being involved until the problems become more serious and wait with no actions until things go
wrong before taking actions. Leaders who display passive management-by-exception will not
interfere into problem solving until followers suffer from certain serious deviations or wrongs. The
study essentially has four specific aims first to assess the impact of transformational, transactional
and laissez-faire leadership styles upon organizational commitment of employees second to assess
the impact of transformational, transactional and laissez-faire leadership styles upon motivation of
employees, third to explore the relationship between selected demographic variables and employee
commitment and fourth, to explore the relationship between selected demographic variables and
employee motivation

The concept of Commitment

Employee commitment is defined as the degree of identification and involvement that individuals
have with their organization’s mission, values and goals. It is a multidimensional construct that
comprises affective commitment, normative commitment and continuance commitment. Allen and

2
Meyer (1997) define affective commitment as the employee’s emotional attachment to,
identification with, and involvement in the organization. Continuance component is defined as
commitment that is based on the costs that the employee associates with leaving the organization,
while normative component is defined as the employee’s feelings of obligation and The concept of
Motivation Helliegel, Slocum, and Woodman (1992) describe motivation as “the force acting on or
within a person that causes the person to behave in a specific, goal-directed manner”. Driving
employees towards a consistent behaviour in a goal-oriented manner is essential for utilizing the full
potential of employees so as to ensure quality output and successful organizational outcomes .The
imperative need to discover, comprehend and ensure employee motivation has become a principal
concern for organizations and managers because employee motivation has been, and will be the
deciding factor in work performance, success or failure of an organization (Samuel and
Chipunza,2009).

3
 CHAPTER II

REVIEW OF LITERATURE

Marjan Usama Ismael, 2024 “The effect of leadership style on employee motivation, case study:
Al-Neelain University in Sudan -Khartoum” The study was conducted in 2024. The relationship
between employee motivation and leadership styles at Sudan's Al-Neelain University. The tools used
Quantitative approach, primary data collection through questionnaires, and statistical analysis using
SPSS 22. The study found a generally positive significance between motivation and leadership styles,
highlighting that effective leadership can enhance employee motivation. Democratic, autocratic, and
laissez-faire leadership styles were examined in their impact on motivation.

Nadezhda Angelova and Vasileva Bucks 2024 “Impact of leadership styles on employee
motivation in the UK automotive industry.” The tools used Deductive approach with a
quantitative method primary data collected through an online questionnaire survey with a sample of
100 employees. The study examined six leadership styles: democratic, autocratic, laissez-faire,
situational, transformational, and charismatic. While all styles showed a positive relationship with
employee motivation, autocratic and charismatic styles were less significant. Transformational
leadership emerged as crucial for motivating employees. The findings highlight the need for leaders
to adopt suitable leadership styles and equitable incentive systems to enhance motivation.

Zeleke Amena Hundie , Ephrem Mannekulih Habtewold 2024 “The effect of transformational,
transactional, and laissez-faire leadership styles on employee performance in hospitals in the
Oromia region, Ethiopia.” The tools used Cross-sectional study of 41 hospitals and 412 employees,
data collected through self-administered questionnaires, analyzed using Epi-Info 7.2 and SPSS 20
with ordinal logistic regression. The major findings is Transformational leadership (idealized
influence, intellectual stimulation) and laissez-faire leadership significantly enhanced employee
performance, with increased odds of high performance. Transactional leadership showed no
significant association with performance. Leadership styles fulfilling job-related needs and exerting
extra motivational effort were key contributors to better employee performance

Muhammad Andi Prayogi and Muhammad Taufik Lesmana 2024 “Influence of leadership style
4
and motivation on employee performance at the Department of Employment Langkat.” The
tools used Quantitative research using a saturated sample of 70 respondents; analyzed with multiple
linear regression through SPSS 22, including tests for normality, heteroscedasticity, and
multicollinearity. The findings Leadership style and motivation both significantly and positively
influence employee performance individually (tcount > ttable) and collectively (Fcount > Ftable). The
model explains 71.10% of the variation in employee performance (R-Square = 0.711), with other
factors accounting for the remaining 28.90%. The regression equation: Y = 4.409 + 0.299X1 +
0.557X2.

2024, Danijela, Croatia Gabriel CROITORU Alexandru COSAC The Impact of leadership
styles on employee motivation and organizational performance in public sector organizations. It
employed a mixed-method approach, combining quantitative survey data analysis with qualitative
case studies. Findings revealed a significant correlation between employee-oriented leadership styles
and higher levels of motivation and satisfaction, which, in turn, enhanced organizational performance.
The study emphasized the value of supportive and involved leadership in maximizing employee
potential and achieving optimal outcomes, offering actionable insights for leaders and HR
practitioners to create motivating work environments.

Binh Nguyen, 2023 “The effect of leadership styles on employee motivation and job satisfaction
in multinational corporations in Vietnam.” The tools used Desktop methodology relying on
secondary data from published studies, reports, and statistics accessed through online journals and
libraries. The major findings are Transformational leadership was the most effective style for
enhancing employee motivation and job satisfaction, followed by democratic leadership. Autocratic
and laissez-faire styles negatively impacted employee outcomes. Cultural differences, organizational
climate, and individual factors influenced leadership preferences. The study emphasized the need for
flexible, adaptive leadership approaches in MNCs to meet diverse workforce needs.

Arifuddin, Wang Lita , Sarkissian Catherine , Schunk Yingxiang 2023 “Influence of leadership
style and work motivation on employee performance at the Regional Financial Management
Agency, Sidenreng Rappang Regency.” The tools used Quantitative analysis using statistical
methods; data collected via questionnaires and analyzed with SPSS. Tests included validity,
reliability, classical assumption, and regression analysis. The finding of Leadership style and work
motivation both positively influence employee performance. Leadership style's influence was
statistically significant (t-count = 2.538, p = 0.015), while motivation showed a positive but not
5
statistically significant effect (t-count = 1.902, p = 0.064). Leadership style and motivation are critical
factors, with motivation having a strong influence overall.

SAIMA NISSAR 2022, “The impact of leadership styles on employee motivation, commitment,
and organizational performance in higher educational institutions in Jammu and Kashmir”.
Tools such as Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were
utilized to analyze data reliability and the correlation among constructs. The findings revealed
significant relationships between leadership styles (transformational, transactional, supportive, and
participative) and employee motivation, commitment, and organizational performance. The study
demonstrated that effective leadership styles directly influence the motivation and commitment of
employees, thereby enhancing organizational performance.

Nadezhda Angelova and Vasileva Bucks 2021 “The impact of leadership style on employee
motivation in the automotive industry in the UK” The tools used is Deductive approach with a
quantitative method, survey using a questionnaire distributed to 100 participants from the automotive
industry. The study found that Democratic Leadership Style (DLS), Autocratic Leadership Style
(ALS), Laissez-faire Leadership Style (LFLS), Situational Leadership Style (SLS), Transformational
Leadership Style (TLS), and Charismatic Leadership Style (CLS) all significantly impact employee
motivation. However, ALS and CLS were less significant. A positive relationship was established
between leadership styles and employee motivation, emphasizing the importance of transformational
leadership for motivating employees.

Syamsul Alam, Izaac L.D Lawalata, Rezvanny Maricar & Ardiansyah Halim 2021 “Influence
of leadership style and work motivation on employee performance at the BAPPEDA office of
Gowa Regency, Indonesia.” The tools used Questionnaire-based data collection from 39
employees; analysis using validity and reliability tests, multiple linear regression, coefficient
determination, normality, and heteroscedasticity tests. The finding is Leadership style and work
motivation both positively and significantly impact employee performance. Leadership style was
identified as the most dominant factor influencing performance. The study highlights the critical role
of effective leadership in enhancing employee productivity and motivation in organizational settings.

Shridhar Bapu Kshirsagar and Dr. Atul Ramgade 2021, A Study on Impact of Leadership
Styles on Employee Motivation focused on the impact of leadership styles on employee motivation

6
by reviewing relevant research from the past decade. No specific empirical tools were mentioned, as
the study primarily involved a literature review. The findings emphasized that leadership styles
positively influence employee motivation by providing direction, inspiring potential, and aligning
efforts with organizational goals. Effective leaders play a pivotal role in guiding and motivating
employees, which enhances productivity and profitability while driving organizational success.

Vivek Deshwal 2021 study "Impact of Leadership Styles on Employee’s Motivation and
Commitment in India Telecom Sector," explores the influence of transformational and
transactional leadership styles on employee motivation and commitment in BSNL. Data was collected
from middle-level employees in districts like Meerut, Ghaziabad, and others, using purposive
sampling. The tools used for analysis included Descriptive Statistics, Exploratory and Confirmatory
Factor Analysis, and Regression Analysis. Findings revealed that transformational leadership
positively impacts both motivation and commitment, whereas transactional leadership affects
motivation but has a weaker effect on commitment. Additionally, certain transformational leadership
factors, like Empowerment and Innovative Thinking, were significant predictors for motivation and
commitment.

Maryam Khaliq, Amna Usman and Aqeel Ahmed 2021, “Effect of Leadership Style on
Working Culture and Employees Motivation”. The study explored the impact of rational-legal,
traditional, and charismatic leadership styles on employees' motivation and working culture. Data
were collected via surveys from 215 employees and 15 leaders, with a 55% response rate using
simple random sampling. The study utilized statistical analysis to test the underlying theoretical
framework. Findings revealed a positive and significant influence of leadership styles on working
culture and employee motivation. The study highlighted practical implications for employees, leaders,
HRM departments, and organizations, emphasizing the importance of effective leadership in fostering
motivation and a productive work environment.

Vo and Nguyen (2020) “The leadership style and the impact of paternalistic leadership on
employee motivation and job satisfaction in Vietnamese multinational corporations”. The
researchers employed a mixed-methods approach, conducting surveys among employees and in-depth
interviews with managers. Quantitative data were analyzed using statistical techniques, while
qualitative data were subjected to thematic analysis. The study revealed that paternalistic leadership
had a positive influence on employee motivation and job satisfaction in the context of Vietnamese
MNCs. Employees perceived this leadership style as caring and supportive, leading to increased
7
motivation and overall job satisfaction. The research suggested that MNCs operating in Vietnam
should consider incorporating elements of paternalistic leadership into their leadership practices to
create a more motivating and satisfying work environment.

Yaniv KanatMaymon, Maor Elimelech, Guy Roth, (2020) “The effect of leadership styles theory
in employee motivation” Multilevel mediational model (n = 61 supervisor, 244 subordinates) It is
concluded that in Leadership Self Determination Theory and Full Range Leadership Theory to give
new ideas to the full course of motivation. It is found that certain types of supervisors‟ work is linked
with specific styles of leadership is associated with subordinates‟ work motivations.

Roselia Vasquez, 2019 “The effect of leadership styles on employee motivation and job
satisfaction in the public sector”. The study on Quantitative correlational research and literature
review. The major finding of the study highlights that understanding and applying the appropriate
leadership style, based on organizational goals and employee needs, significantly influences
motivation and job satisfaction. It provides insights into identifying leadership styles beneficial for
enhancing these factors in the public sector.

Uddin M. (2019), Investigated the Relationship between the Leadership Styles and employee
motivation in the Banking organisation of Bangladesh. The study gathered data from certain
manager and personnel who are having a charge of any division in the local bank. The data and
hypothesis in the study was analysed with descriptive statistics by using SPSS. The results of the
study showed that leadership styles (transformational, transactional and laissezfaire leadership) had a
significant collective effect on intrinsic component of employee motivation. On the other hand, only
transformational leadership had significant effect on extrinsic component of employee motivation.

Fenuku (2019), studied “The Effect of transformational, transactional and laissez- faire
leadership style on employee motivation in the Ghana Audit Service”. Data was gathered through
statistical analyses from the employees of Ghana Audit Service in the headquarters. The study found
that leadership styles had a positive significant relationship with employee motivation. Further, the
study recommended that professional organization should empower their employees and give them
breathing space to make decisions so that their job brings some sense of feeling, accomplishment and
impact therefore, make them to remain in the organization.

Amol Joseph, Dr. Puja Sareen, Student, Associate Professor Masters Of Business

8
Administration – Human Resource 2019 “The impact of leadership styles on employee
motivation.” The Study used tool of three leadership styles Transformational, Transactional, and
Laissez-faire through qualitative research methods. The research findings highlights that leadership
styles play a crucial role in influencing employee motivation, which is critical for organizational
success. Transformational leadership was identified as the most impactful style for mentoring and
motivating employees. Effective leadership styles can enhance employee engagement, commitment,
and productivity, providing a competitive edge for organizations.

Le & Nguyen (2019) “The relationship between laissez-faire leadership and employee job
satisfaction and turnover intentions in Vietnamese multinational corporations Methodology”
The study employed a quantitative research design, collecting data through structured surveys from
employees in various Vietnamese MNCs. Statistical analysis, including correlation and regression,
was used to analyze the data. The research found that laissez-faire leadership had a negative impact
on employee job satisfaction and was positively associated with.

S.HemaLakshmi and A.Zakira Begum 2017 A study of the impact of leadership styles on
employee motivation: an empirical study in corporate sector The tools used Descriptive
qualitative research; data collected via structured questionnaires from 200 employees (out of 650)
using convenience sampling. Statistical tools like Chi-square, Independent Sample t-test, and One-
Way ANOVA were employed. The findings is Leadership styles significantly impact employee
motivation, with transformational leadership being the most effective.

Ali M. Alghazo, Meshal Al-Anazi 2016 “The impact of leadership style on employee motivation
in a private petrochemical company in Saudi Arabia. The tools used Mixed methods approach,
including surveys distributed to 30 employees and focus group interviews with 10 employees for
validation. The major findings of the study revealed a strong correlation between leadership style and
employee motivation. Transformational leadership was positively associated with motivation, while
transactional leadership had a negative correlation. The findings emphasize the significance of
adopting appropriate leadership styles to improve employee motivation and performance.

RIMA GHOSE CHOWDHURY 2014 “ The impact of leadership styles on employee motivation
and commitment in selected organizations within the corporate sector.” The tools used Empirical
research involving data collection and analysis from selected corporate organizations as part of a
doctoral dissertation The number of completed and returned questionnaires was 326. Descriptive
statistics, Co-relational statistics, Simple and multiple Regression xxviii analysis, One-way analysis
9
of Variance (ANOVA) and Cronbach‟s alpha were used to analyse the data. The study highlighted
findings the significant influence of leadership styles on both employee motivation and organizational
commitment. Transformational leadership was found to have a strong positive impact, while
transactional and laissez-faire styles showed varying degrees of effectiveness.

R. GOPAL & RIMA GHOSE CHOWDHURY 2014 “Leadership styles and their impact on
employee motivation in a leading oil and refinery company in India.” The tools used Primary data
collected via a questionnaire based on the Full Range Leadership Development Model by Bass and
Avolio (1994) and the Work Motivation Scale. Secondary data was sourced from publicly available
information. SPSS tools used. The study findings identified transformational and transactional
leadership as the dominant styles. It revealed that employees were moderately motivated, and
leadership styles influenced motivation differently across various components. Data was gathered
from 50 respondents with diverse demographics using a 5-point and 7-point scale.

10
 CHAPTER III

RESEARCH METHODOLOGY

3.1 OBJECTIVES OF THE STUDY

3.1.1 PRIMARY OBJECTIVES

 To analyze the various leadership styles prevalent in the IT industry in Coimbatore.

 To assess the impact of leadership styles on employee motivation and job performance.

 To understand the relationship between leadership behaviors and employee satisfaction.

 To identify the leadership qualities that contribute most to employee motivation.

 To provide recommendations for enhancing leadership effectiveness in the IT sector.

3.1.2 SECONDARY OBJECTIVES

 To identify the preferred leadership styles of employees and their correlation with motivation.
This will help understand employee preferences regarding leadership approaches and how
these preferences impact their motivation.

 To evaluate the role of leadership communication and support in fostering a motivating work
environment.

 This secondary objective aims to investigate how effective communication and support from
leaders contribute to employee motivation and organizational outcomes.

3.2 SCOPE OF THE STUDY

The scope of the study on the effectiveness of leadership styles in employee motivation within the IT
sectors typically involves several key aspects:

1. Industry Focus: The study will compare the IT sector, each with distinct organizational cultures,
processes, and work environments. The IT sector, often driven by innovation and technology, may
require different leadership approaches compared to the other more structured sector.

11
2. Leadership Styles: The research will examine various leadership styles, including
transformational, transactional, laissez-faire, and democratic leadership. The effectiveness of these
styles will be evaluated in terms of their impact on employee motivation, satisfaction, and
performance in IT sectors.

3. Employee Motivation: The study will explore factors that drive motivation in employees, such as
job satisfaction, compensation, recognition, career development, and work-life balance.
Understanding how different leadership styles influence these factors is a core aspect.

4. Organizational Performance: The research will analyze how leadership influences employee
motivation, which in turn affects productivity, innovation, and overall organizational performance.

5. Geographic and Demographic Context: The study might focus on specific geographic regions or
industries within the IT sectors. Demographic variables such as age, gender, job role, and years of
experience will also be considered to understand how leadership style affects various groups
differently.

6. Data Collection Methods: The scope will include both qualitative and quantitative research
methods, such as surveys to assess leadership practices and their effects on employee motivation.

7. Impact on Employee Retention and Job Satisfaction: The study will likely focus on how
different leadership styles influence employee retention, job satisfaction, and overall workplace
morale.

3.3 NEED OF THE STUDY

1. Sector-Specific Leadership Challenges: IT sectors have unique challenges. The IT sector often
deals with rapid technological changes, high innovation demands, and the need for flexible
leadership. Understanding the leadership styles that best address these sector-specific challenges is
essential for improving employee motivation.

2. Increased Employee Engagement: Motivated employees are crucial for driving productivity,
innovation, and job satisfaction. By exploring the effectiveness of various leadership styles in
fostering motivation, organizations can adopt strategies that improve employee engagement, reducing
turnover rates and enhancing overall organizational performance.

3. Organizational Performance and Productivity: Effective leadership is directly linked to

12
organizational performance. Motivated employees are more productive, innovative, and committed to
the organization. Understanding which leadership styles work best can help improve employee
performance and contribute to the growth and competitiveness of organizations in IT sectors.

4. Employee Retention and Talent Development: High employee turnover and the inability to
retain top talent can be costly for organizations. By examining the relationship between leadership
styles and employee motivation, the study will provide insights into how organizations can enhance
retention and create better opportunities for talent development, especially in high-demand fields like
IT.

5. Improved Leadership Development Programs: The study will offer insights into which
leadership styles are most effective in motivating employees. These insights can help in the
development of leadership training and development programs aimed at enhancing managerial
capabilities and improving the leadership quality within organizations.

6. Strategic Decision Making: Understanding how leadership styles impact employee motivation in
different sectors allows organizations to make strategic decisions about management practices,
resource allocation, and team dynamics. These insights help businesses optimize their operations,
enhance collaboration, and improve efficiency.

3.4 RESEARCH METHODOLOGY

3.4.1 SOURCE OF DATA

Primary Data: It is gathered through structured questionnaire administered directly to

students. Theses questionnaire was designed to capture insights into effectiveness impact of
leadership styles on employee motivation in company.

3.4.2 SAMPLING TECHNIQUES

Population: This study comprises of employees in IT Sector.

Sample Size: A total of 120 employees were initially surveyed

Sampling techniques: The study utilizes a convenience sampling method. This non-
probability sampling technique is chosen due to accessibility and time constraints, allowing
for efficient data collection from employees available at their idle time.

3.4.3 TOOLS AND TECHIQUES

13
 To comprehensively analyze the data collected on effectiveness impact of leadership styles
on employee motivation in IT Sector various statistical tools and techniques were employed. These
tools allow for a deeper exploration of relationships between variables and provide insights into the
factors that influence leadership styles on motivation.

1. Descriptive Statistics: Descriptive statistics, including measures of central tendency (mean,

median) and dispersion (standard deviation, variance), were used to summarize demographic
information and the general level of motivation on leadership styles. These statistics provide
an initial understanding of the sample distribution and highlight trends within the responses

2. Regression Analysis: Regression analysis was conducted to explore the impact of

independent variables, such as demographic factors (e.g., age, gender, and family income), on
dependent variables related to leadership styles on employee motivation. This tool was crucial
in understanding the extent to which demographic characteristics predict satisfaction,
behavior, and motivation, and it helped in identifying the most significant leadership styles
among the sample.

3.5 LIMITATIONS OF THE STUDY.

Limitations of the Study

1. The study is limited to IT companies in Coimbatore, which may not reflect trends in
other regions or industries.

2. Data collection relies on employee responses, which may involve personal biases or
reluctance to provide honest feedback.

14
ANNEXURE –I

15
REFERENCES

1. The effect of leadership style on employee motivation, case study: Al-Neelain University in
Sudan -Khartoum) Marjan Usama Ismael, 2023, 18(01), 989–1000 Publication history:
Received on 06 March 2023; revised on 20 April 2023; accepted on 22 April 2023

2. CALIFORNIA STATE UNIVERSITY, NORTHRIDGE The Effect of Leadership Styles on

Employee Motivation and Job Satisfaction in the Public Sector A graduate project submitted
in partial fulfillment of the requirements For the degree of Master of Public Administration in
Public Sector Management and Leadership By Roselia Vasquez August 2019

3. The Impact of Leadership Style on Employee’s Motivation Ali M. Alghazo* , Meshal Al-
Anazi College of Sciences and Human Studies, Masters of Education and Human
Development Program, Prince Mohammad Bin Fahd University, Al Khobar, Kingdom of
Saudi Arabia

4. The Effect of Transformational, Transactional, and Laissez-Faire Leadership Styles on

Employees’ Level of Performance: The Case of Hospital in Oromia Region, Ethiopia Zeleke
Amena Hundie & Ephrem Mannekulih Habtewold

5. A STUDY ON LEADERSHIP STYLES AND ITS IMPACT ON EMPLOYEE

MOTIVATION 1Amol Joseph, 2Dr. Puja Sareen, 1Student, 2Associate Professor 1Masters
Of Business Administration – Human Resource, 1Amity Business School, Noida, India

6. Effect of Leadership Styles on Employee Motivation and Job Satisfaction in Multinational

Corporations in Vietnam Binh Nguyen International Journal of Strategic Management Vol.2,
Issue 1, No.4, pp 49- 60, 2023 ISSN: 2958-9681 (Online)

7. A study of the impact of leadership styles on employee motivation: an empirical study in

corporate sector. S.HemaLakshmi* M.S.W., M.Phil. Assistant Professor, Department of
Social Work DRBCCC Hindu College, Pattabiram. A.Zakira Begum** MA (HRM). M.Phil.
Guest Faculty, Department of Adult and Continuing Education, University of Madras,
Chepakam

8. The Influence of Leadership Style and Work Motivation on Employee Performance

16
 Arifuddin 1, Wang Lita 2, Sarkissian Catherine 3, Schunk Yingxiang 4 1 Institut Ilmu Sosial
dan Bisnis Andi Sapada, Indonesia 2 National Bank of Belgium and Tilburg University,
Netherland 3 National Tsing Hua University, Taiwan 4 University of Warwick, United
Kingdom

9. Wesleyan Journal of Research , Vol.14 No.01(II)(January 2021) Research Article

(Commerce) 103 A STUDY OF IMPACT OF LEADERSHIP STYLES ON EMPLOYEE
MOTIVATION 1Shridhar Bapu Kshirsagar, 2Dr. Atul Ramgade 1Research Scholar,
Department of Business Administration, Himalayan University, Itanagar, Arunachal Pradesh.
2Research Supervisor, Department of Business Administration, Himalayan University,
Itanagar, Arunachal Pradesh.

10. Effect of Leadership Style on Working Culture and Employees Motivation Maryam Khaliq1
Amna Usman2 Aqeel Ahmed3 The Journal of Educational Paradigms 2021, Vol. 03(01) 166-
170 © Authors ISSN (Print): 2709-202X ISSN (Online): 2709-2038
DOI:10.47609/030105202

11. Maertz, C. P. & Griffeth, R. W.( 2004), ―Eight motivational forces & voluntary turnover: A
theoretical synthesis with implications for research‖, Journal of Management, 30(5): 667-683

12. J.E.Bono & T.A. Judge (2004), ―Personality and Transformational and Transactional
Leadership: A Meta-Analysis‖, Journal of Applied Psychology, Vol89, PP.No 901- 911

13. Bass, B.M. & Riggio, R.E. (2006).Transformational Leadership. Publisher, New York,
Lawrence Erlbaum Associates

14. Samuel, M. O., & Chipunza, C. (2009). Employee retention and turnover: using motivation

17
ANNEXURE II

18
A STUDY ON EFFECTIVENESS OF LEADERSHIP STYLE IN EMPLOYEE
MOTIVATION IN IT INDUSTRY WITH SPECIAL REGION TO
COIMBATORE
Demographic Information

1. What is your age group?

a) Below 20

b) 21–24

c) 25–34

d) 35 and above

2. What is your gender?

a) Male

b) Female

c) Other

3. What is your current job role?

a) Entry-level

b) Mid-level

c) Senior-level

d) Management

4. How long have you been working in your current organization?

a) Less than 1 year

19
 b) 1–3 years

c) 4–7 years

d) 8 years or more

Leadership Style

5. What type of leadership style does your manager primarily exhibit?

a)Autocratic

b) Democratic

c) Transformational

d) Laissez-faire

6. How often does your manager involve employees in decision-making processes?

a) Always

b) Frequently

c) Occasionally

d) Rarely

7. How would you rate your manager’s ability to provide a clear vision and direction for the
team?

a) Excellent

b) Good

c) Average

d) Poor

8. Does your manager encourage open communication within the team?

a) Strongly agree

b) Agree

20
 c) Neutral

d) Disagree

9. How approachable is your manager when you have a concern or idea?

a) Very approachable

b) Somewhat approachable

c) Not very approachable

d) Not approachable at all

Section 2: Employee Motivation

10. How often does your manager recognize and appreciate your contributions?

a) Always

b) Often

c) Occasionally

d) Never

11. Do you feel motivated by the leadership style of your manager?

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

12. How does your manager handle conflict or challenges within the team?

a) Effectively and fairly

b) Fairly but not effectively

c) Ineffectively but fairly

d) Ineffectively and unfairly

13. To what extent does your manager support your professional growth and development?

a) To a great extent

b) To some extent

21
 c) Very little

d) Not at all

14. How often are you encouraged to participate in training or skill-development programs?

a) Frequently

b) Occasionally

c) Rarely

d) Never

Section 3: Work Environment and Job Satisfaction

15. Does your manager create a positive work environment?

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

16. How satisfied are you with the level of autonomy provided by your manager?

a) Very satisfied

b) Somewhat satisfied

c) Neutral

d) Dissatisfied

17. Does your manager address your concerns or grievances effectively?

a) Always

b) Often

c) Sometimes

d) Never

18. How motivated do you feel to achieve organizational goals under your current leadership?

a) Highly motivated

b) Moderately motivated

22
 c) Slightly motivated

d) Not motivated

19. Do you feel that the leadership style in your organization aligns with your expectations?

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

Section 2: Leadership Styles

20. How would you describe your immediate supervisor's leadership style?

a) Autocratic

b) Democratic

c) Laissez-faire

d) Transformational

e) Transactional

21. How often does your supervisor involve you in decision-making?

a) Always

b) Often

c) Sometimes

d) Rarely

e) Never

22. Does your supervisor set clear expectations and goals for you?

a) Always

b) Often

c) Sometimes

d) Rarely

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 e) Never

23. How approachable is your supervisor when you have work-related concerns?

a) Very approachable

b) Somewhat approachable

c) Neutral

d) Not very approachable

e) Not approachable at all

24. How often does your supervisor provide constructive feedback?

a) Always

b) Often

c) Sometimes

d) Rarely

e) Never

Section 3: Impact on Employee Motivation

25. Does your supervisor recognize and appreciate your contributions?

a) Always

b) Often

c) Sometimes

d) Rarely

e) Never

26. Does your supervisor inspire you to achieve your best?

a) Always

b) Often

c) Sometimes

d) Rarely

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 e) Never

27. Does the leadership style of your supervisor motivate you to take on new challenges?

a) Always

b) Often

c) Sometimes

d) Rarely

e) Never

28. How satisfied are you with the support provided by your supervisor in achieving your goals?

a) Very satisfied

b) Satisfied

c) Neutral

d) Dissatisfied

e) Very dissatisfied

29. How important is leadership style in influencing your motivation at work?

a) Extremely important

b) Very important

c) Moderately important

d) Slightly important

e) Not important

Section 4: Job Satisfaction and Productivity

30. Does the leadership style in your organization enhance teamwork?

a) Always

b) Often

c) Sometimes

d) Rarely

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 e) Never

31. How frequently do you feel motivated to exceed your performance goals?

a) Always

b) Often

c) Sometimes

d) Rarely

e) Never

32. How would you rate the overall communication between leadership and employees?

a) Excellent

b) Good

c) Neutral

d) Poor

e) Very poor

33. Does your organization provide opportunities for professional growth and development?

a) Always

b) Often

c) Sometimes

d) Rarely

e) Never

34. How likely are you to recommend your organization to others based on its leadership?

a) Extremely likely

b) Very likely

c) Neutral

d) Unlikely

e) Very unlikely

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