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Effects Of Leadership On Motivating Public Sector Technology Worker
[Full Text]
AUTHOR(S)
Chatura Chinthana Gamage
KEYWORDS
transformational, transactional, laissez-faire, leadership, intrinsic motivation, extrinsic motivation, contemporary leadership
ABSTRACT
The leadership styles of supervisors can have a significant influence on motivation levels of subordinates [1]. Yet, there is a lack of empirical examinations to validate such effects of contemporary leadership styles on employee motivation in public sector organizations in South-Asian context. To plug this gap in literature this paper aimed to examine the implications of supervisor leadership styles on subordinate motivation in a public sector organization in a South-Asian culture. Thus, pledged the research question ‘What is the impact of leadership style on staff motivation in a public sector organization in Sri Lanka?’ This study used a mixed method research design where interviews and questionnaire were used for data collection. Participants were from a department of a government institution in Sri Lanka. The total sample size was 32 for the questionnaire and 4 for the interviews, where the population size was 46. Response rates for the questionnaire and the interviews were, 93.75% and 100%, respectively. It was found that the leadership style at the research site to be more transformational than transactional. Furthermore, transformational leadership demonstrated a positive effect on subordinate intrinsic motivation, while it affected negatively for subordinate extrinsic motivation. In contrast, transactional leadership indicated a negative effect on subordinate intrinsic motivation, while a positive effect was indicated on extrinsic motivation. The study concluded that transformational and transactional leadership styles have a significant effect on employee motivation, while laissez-faire leadership style is ineffective. Since the findings were consistent with the leadership literature, contemporary leadership styles were viewed as valid and applicable for the public sector organizations in Sri Lankan context. The small sample size and longitudinal effects were identified as the limitations of this study.
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