Summarize the practical application of leadership researc ✓ Solved

At the end of this unit, you should be able to summarize the practical application of leadership research in the workplace and outline the ways leadership theory research can be applied to motivate others. This unit shifts the focus to practical applications of leadership research within the workplace by examining how leadership theory research can be applied to motivate and engage others. There is a relationship between motivation, satisfaction, and engagement, and many theories of motivation are also theories of job satisfaction and employee engagement (Hughes et al., 2022).

Just as there are multiple approaches and theories that focus on effective leadership, there are also multiple approaches to motivation, many of which have been around for some time (Hughes et al., 2022). From equity theory (Adams, 1965, as cited in Wung & Nanfosso, 2023) to Maslow’s (1943) hierarchy of needs (as cited in Canbolat & Hisar, 2022), these concepts influenced the application of leadership research in the workplace. Employees generally fall into three types of intrinsic or extrinsic motivations.

Transformational leadership theories explain how leaders motivate subordinates to perform above average by operationalizing effective leader behaviors (Carless, 2001). Kouzes and Posner (1987) developed the five practices of leadership model, which emerged from research as behaviors and strategies used by effective leaders.

Effective leaders strengthen the relationship between leader and follower and then create a stronger influence between leader and follower (Oktarini, 2023). The focus of the leader is to find the right alignment of power, motivation, and leadership style that correlates to the strongest potential outcome (Friederichs et al., 2023). Engaging leadership is described as behavior that facilitates, strengthens, connects, and inspires others (Schaufeli, 2021). Research indicates that work engagement is an important indicator of sustainable employability (van der Klink et al., 2016).

Engaging leadership also fosters higher trust levels and better productivity. The leader’s behavior directly impacts the followers’ motivation, satisfaction, and engagement, which influences organizational citizenship behavior (OCB), such as assisting other employees with tasks or projects (Hughes et al., 2022). Positive OCB results in better follower performance, higher levels of customer satisfaction, and unit and team effectiveness.

However, followers may disengage from leaders due to limitations in recognition and praise, compensation and benefits, poor organizational atmospheres, or repetitiveness in their work (Hughes et al., 2022). The leader is responsible for determining the follower’s dissatisfaction, and data collected through questionnaires can help inform dissatisfaction levels.

Research can assist with identifying the sources of dissatisfaction so they can then be addressed. There is an existential relationship between employee motivation, engagement, and job satisfaction. Although some believe it is impossible to extrinsically motivate employees, researchers indicate a clear and convincing relationship between leaders’ behaviors, motivation, satisfaction, and employee engagement (Hughes, 2022). Theories originate from research and are used to inform the knowledgeable leader about interventions that may encourage follower motivation and engagement as a strategy to improve performance.

Paper For Above Instructions

Leadership is a fundamental component of organizational dynamics, influencing employee motivation, satisfaction, and engagement. The practical application of leadership research in the workplace illustrates the significance of effective leadership in fostering a productive working environment. In particular, by examining various theories and practices, leaders can employ strategies that motivate their teams and enhance overall organizational performance.

One primary theory relevant to motivation in the workplace is Maslow's hierarchy of needs. Maslow posits that human beings are motivated by a series of hierarchical needs, starting from physiological needs at the bottom to self-actualization at the top (Maslow, 1943). To apply this theory in a workplace setting, leaders can assess their employees' needs and create an environment that fulfills these needs. For instance, ensuring that employees have adequate work-life balance, opportunities for professional development, and recognition of their accomplishments can lead to increased motivation and job satisfaction.

Moreover, equity theory offers another lens through which to understand motivation in the workplace. As highlighted by Adams (1965, as cited in Wung & Nanfosso, 2023), this theory states that employees gauge their level of satisfaction based on perceived fairness in relation to others. Leaders must promote an equitable work environment by recognizing contributions and fostering open communication regarding compensation and benefits. A perceived lack of equity can lead to disengagement and decreased productivity.

Furthermore, transformational leadership theory emerges as a powerful approach for motivating employees. Transformational leaders inspire their followers to achieve higher performance by focusing on their needs for personal and professional growth (Carless, 2001). Kouzes and Posner (1987) identify five practices that transformative leaders should embrace: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. By implementing these practices, leaders can create an environment that fosters motivation and engagement.

In the context of engaging leadership, it is vital to establish an emotional connection with employees. Engaging leadership behaviors facilitate motivation and enhance satisfaction among followers. Schaufeli (2021) indicates that leaders who inspire and connect with their employees significantly contribute to creating a positive organizational culture, thereby enhancing overall employee engagement and productivity. The impact of a leader's behavior on follower engagement can lead to improved organizational citizenship behaviors, promoting collaboration and support among team members (Hughes et al., 2022).

Additionally, leaders must be attuned to the reasons behind employee disengagement. Various factors, such as inadequate recognition, poor incentive structures, and unengaging work environments, can lead to decreased motivation. It is incumbent upon leaders to identify and troubleshoot these issues through effective communication and feedback mechanisms (Hughes et al., 2022). Surveys and open-ended questions can be instrumental in discovering the root causes of dissatisfaction and facilitating necessary changes.

Ultimately, the job of a leader encompasses more than just overseeing operations; it involves understanding the intricate relationship between motivation, satisfaction, and engagement. Leaders must be committed to promoting an environment that recognizes employee contributions, meets their needs, and fosters open communication. Research confirms that there exists a direct correlation between effective leadership and increased motivation and engagement among employees (Hughes, 2022).

In conclusion, the practical application of leadership research in the workplace significantly impacts employee motivation and engagement. By understanding and integrating various motivational theories and practices, leaders can enhance job satisfaction and performance, benefiting the entire organization. It is through committed leadership that organizations can cultivate a positive environment conducive to high levels of engagement and productivity.

References

  • Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 2, pp. 267-299). Academic Press.

  • Benson, J. D. (2023, May 1). Leadership and motivation. In Salem Press Encyclopedia. https://searchworks.stanford.edu/articles/ers__89163819

  • Canbolat, O., & Hisar, F. (2022). The effectiveness of counseling in the internship program according to Maslow’s Hierarchy of Needs. International Journal of Caring Sciences, 15(1), 617–626.

  • Carless, S. A. (2001). Assessing the discriminant validity of the Leadership Practices Inventory. Journal of Occupational and Organizational Psychology, 74(2), 233–239.

  • Friederichs, K. M., Waldenmeier, K., & Baumann, N. (2023). The benefits of a prosocial power motivation in leadership: Action orientation fosters a win-win. PLoS ONE, 18(7), Article e0287394.

  • Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2022). Leadership: Enhancing the lessons of experience (10th ed.). McGraw Hill.

  • Ismail, F., Arumugan, N., Kadir, A. A., & Alhousani, A. A. H. (2021). Impact of leadership styles toward employee engagement among Malaysian Civil Defence Force. International Journal of Business and Society, 22(3), 1188–1210.

  • Kouzes, J. M., & Posner, B. Z. (1987). The leadership challenge: How to get extraordinary things done in organizations. Jossey-Bass.

  • Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.

  • Wung, E. A., & Nanfosso, R. T. (2023). Be careful with the attitude of employees in the service industry: Are they affected by tips and tipping practices? Tourism in Southern and Eastern Europe, 7, 503–518.