" EXPLORING THE NEXUS OF LEADERSHIP STYLES AND EMPLOYEE MOTIVATION: A CASE STUDY OF THE PUBLIC SECTOR IN MAURITIUS "

Authors

  • Leenshya GUNNOO University of Technology Mauritius
  • Eric BINDAH University of Mauritius
  • Veeshall HASSEEA Open University of Mauritius

Keywords:

Leadership Styles, Employee Motivation, Public Sector, Mauritius

Abstract

Recognizing the critical importance of employee motivation in contemporary settings, government agencies and businesses alike are actively prioritizing strategies to boost staff morale. A central determinant of success in this endeavor is the leadership style adopted by managers, influencing their ability to inspire and effectively lead teams. This research is specifically focused on identifying the most effective leadership style within the public sector of Mauritius, with a primary objective of elevating employee motivation levels. Employing both descriptive and explanatory research strategies, the study utilizes a quantitative approach to provide numerical insights into the impact of leadership styles on employee motivation. The target population consists of public sector employees in Mauritius. Pearson Correlation and Multiple Linear Regression tests demonstrated significant positive correlations between leadership styles and employee motivation. Transformational leadership demonstrates a robust positive correlation, along with transactional leadership. Surprisingly, laissez-faire leadership also exhibits a positive correlation, suggesting autonomy may enhance motivation. Democratic leadership has a high positive correlation, and unexpectedly, autocratic leadership shows a positive correlation, challenging conventional perceptions.

References

Alase, A., 2017. ‘The interpretative phenomenological analysis (IPA): A guide to a good qualitative research approach.’ International Journal of Education and Literacy Studies, 5(2), pp.9-19.

ALLAFCHI, N., 2017. ‘Effect of democratic leadership style on management of communication with customers in Melli Banks of Hamedan.’ Uluslararası Kültürel ve Sosyal Araştırmalar Dergisi (UKSAD), 3(2), pp.168-179.

Al Rahbi, D., Khalid, K. and Khan, M., 2017. ‘The effects of leadership styles on team motivation.’

Alshenqeeti, H., 2014. ‘Interviewing as a data collection method: A critical review.’ English linguistics research, 3(1), pp.39-45.

Arnold, K.A., 2017. Transformational leadership and employee psychological well-being: A review and directions for future research. Journal of occupational health psychology, 22(3), p.381.

Bhatti, N., Maitlo, G.M., Shaikh, N., Hashmi, M.A. and Shaikh, F.M., 2012. ‘The impact of autocratic and democratic leadership style on job satisfaction.’ International business research, 5(2), p.192.

Breevaart, K. and Zacher, H., 2019. ‘Main and interactive effects of weekly

transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness.’ Journal of Occupational and Organizational Psychology, 92(2), pp.384409.

Buble, M., Juras, A. and Matić, I., 2014. ‘The relationship between managers’ leadership styles and motivation.’ Management: journal of contemporary management issues, 19(1), pp.161-193.

Conger, J.A., 1999. ‘Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research.’ The leadership quarterly, 10(2), pp.145-179.

Deci, E.L., Olafsen, A.H. and Ryan, R.M., 2017. ‘Self-determination theory in work organizations: The state of a science.’ Annual review of organizational psychology and organizational behavior, 4, pp.19-43.

Deci, E.L. and Ryan, R.M., 1985. ‘The general causality orientations scale: Selfdetermination in personality.’ Journal of research in personality, 19(2), pp.109-134.

Devi, A.D. and Subiyantoro, S., 2021. ‘Implementation of Democratic Leadership Style and Transformational Head of Madrasah in Improving The Quality.’ Nidhomul Haq: Jurnal Manajemen Pendidikan Islam, 6(1), pp.14-26.

Diskiene, D., Pauliene, R. and Ramanauskaite, D., 2019. ‘Relationships between leadership competencies and employees' motivation, initiative and interest to work.’ Montenegrin Journal of Economics, 15(1), pp.113-129.

Dyczkowska, J. and Dyczkowski, T., 2018. ‘Democratic or autocratic leadership style?

a. Participative management and its links to rewarding strategies and job satisfaction in SMEs.’ Athens Journal of Business & Economics, 4(2), pp.193-218.

Ghasabeh, M.S., Soosay, C. and Reaiche, C., 2015. ‘The emerging role of transformational leadership.’ The Journal of Developing Areas, 49(6), pp.459-467.

Jabbar, A.A. and Hussein, A.M., 2017. ‘The role of leadership in strategic management.’ International Journal of Research-Granthaalayah, 5(5), pp.99-106.

Jensen, U.T., Andersen, L.B., Bro, L.L., Bøllingtoft, A., Eriksen, T.L.M., Holten, A.L., Jacobsen, C.B., Ladenburg, J., Nielsen, P.A., Salomonsen, H.H. and Westergård-Nielsen, N., 2019. ‘Conceptualizing and measuring transformational and transactional leadership.’ Administration & Society, 51(1), pp.3-33.

Kuswati, Y., 2020. ‘The effect of motivation on employee performance.’ Budapest International Research and Critics Institute-Journal (BIRCI-Journal), 3(2), pp.995-1002.

Marczak, E. and Yawson, R.M., 2021, May. ‘Understanding the theories and interventions of motivation in organization development.’ In Responsible Management: Opportunities and Challenges. Proceedings of 58th Annual Conference of the Eastern Academy of Management. Virtual.

Marczyk, G.R., DeMatteo, D. and Festinger, D., 2010. ‘Essentials of research design and methodology (Vol. 2).’ John Wiley & Sons.

McGregor, D., 1960. ‘Theory X and theory Y.’ Organization theory, 358(374), p.5.

Myers, J.L., Well, A.D. and Lorch Jr, R.F., 2013. ‘Research design and statistical analysis.’ Routledge.

Nawaz, Z.A.K.D.A. and Khan, I., 2016. ‘Leadership theories and styles: A literature review.’ Leadership, 16(1), pp.1-7.

Osabiya, B.J., 2015. ‘The effect of employees motivation on organizational performance.’ Journal of public administration and policy research, 7(4), pp.62-75.

Paradis, E., O'Brien, B., Nimmon, L., Bandiera, G. and Martimianakis, M.A., 2016.

a. ‘Design: Selection of data collection methods.’ Journal of graduate medical education, 8(2), pp.263-264.

Rast III, D.E., Hogg, M.A. and Giessner, S.R., 2013. ‘Self-uncertainty and support for autocratic leadership.’ Self and Identity, 12(6), pp.635-649.

Riaz, M.N. and Haque, A.U., 2016. ‘Leadership styles as predictors of decision making styles among top, middle and lower managers.’ Pakistan Business Review, 17(4).

Sileyew, K.J., 2019. ‘Research design and methodology.’ Cyberspace, pp.1-12.

Silva, S. and Mendis, B.A.K.M., 2017. ‘Relationship between transformational, transaction and laissez-faire leadership styles and employee commitment.’ European Journal of Business and Management, 9(7), pp.13-21.

Strom, B.E., Applebaum, A., Miller, D.P., Nickels, K.C., Pennington, A.G. and Thomas,

a. C.B., 2018. ‘Mitre att&ck: Design and philosophy.’ In Technical report. The MITRE Corporation.

Teherani, A., Martimianakis, T., Stenfors-Hayes, T., Wadhwa, A. and Varpio, L., 2015.

a. ‘Choosing a qualitative research approach.’ Journal of graduate medical education, 7(4), pp.669-670.

Tuffour, I., 2017. ‘A critical overview of interpretative phenomenological analysis: A contemporary qualitative research approach.’ Journal of healthcare communications, 2(4), p.52.

Williamson, T., 2021. ‘The philosophy of philosophy.’ John Wiley & Sons.

Wong, S.I. and Giessner, S.R., 2018. ‘The thin line between empowering and laissez-faire leadership: An expectancy-match perspective.’ Journal of Management, 44(2), pp.757783.

Yaddanapudi, S. and Yaddanapudi, L.N., 2019. ‘How to design a questionnaire.’ Indian journal of anaesthesia, 63(5), p.335.

Žukauskas, P., Vveinhardt, J. and Andriukaitienė, R., 2018. ‘Philosophy and paradigm of scientific research.’ Management culture and corporate social responsibility, 121(13), pp.506-518.

Downloads

Published

2024-06-03

How to Cite

Gunnoo, L., BINDAH, E., & HASSEEA , V. (2024). " EXPLORING THE NEXUS OF LEADERSHIP STYLES AND EMPLOYEE MOTIVATION: A CASE STUDY OF THE PUBLIC SECTOR IN MAURITIUS ". The Journal of Contemporary Issues in Business and Government, 30(2), 165–176. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/2353

Issue

Vol. 30 No. 2 (2024): The journal of contemporary issues in business and government

Section

Articles

License

Copyright (c) 2024 Leenshya GUNNOO , Eric BINDAH, Veeshall HASSEEA

You are free to:

  1. Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
  2. Adapt — remix, transform, and build upon the material for any purpose, even commercially.
  3. The licensor cannot revoke these freedoms as long as you follow the license terms.

Under the following terms:

  1. Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
  2. No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.

Notices:

You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .

No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.