Relationship between Leadership Styles and Employee Motivation In the Case of Geosynthetics Industrial Works PLC

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Addis Ababa University


The study aimed to examine if there is a relationship between leadership style and employee's motivation, and weather the prevailing leadership styles in a given organization has a positive or negative relationship with employee motivation. To realize the objectives of the study a survey was conducted on 103 employees of a case company that is Geosynthetics Industrial Works PLC (GIW)’s. The employees were chosen to respond to a Multi Factor Leadership Questionnaire (MLQ) and Multidimensional Work Motivation Scale (MWMS) survey questionnaires with some adaptation of the instrument to fit into the context of the case company, and data from which was analyzed quantitatively. The questionnaire was prepared as close-ended questions (Likert model), in order to group responses in to the categories within the study. The respondents were chosen based on convenience and purposive sampling techniques to exclude the leaders from the sample and with simple random sampling among the purposive target groups. Descriptive as well as inferential statistics was used to analyze the data Secondary data was accessed from the company’s data base and documentation was used to compliment data from the survey. The study findings revealed there indeed is a relationship between leadership style and employee motivation. It further identified the respective relationship of the three selected leadership styles to motivation. Accordingly, autocratic leadership style has a negative, democratic leadership style has a positive and strong bearing on employee motivation, while laissez-faire style has no significant relationship with employee motivation, along with the direction of the relation in the case organization. Based on the findings, the study recommends the management of the company to look into the company's dominant leadership style (Autocratic) which has a negative relationship to its employees’ motivation and to consider redesigning and nurturing the management style into a more democratic leadership style with a combination of revamping both the internal company culture as well as a deliberate focus on its recruitment to enrich its pool of managers with demonstrated track record of democratic leadership



Democratic or Participative Leadership, Autocratic or Authoritarian Leadership, Laissez-Faire or Delegative Leadership