Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
Titulo:

Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
.

Guardado en:

Propósitos y Representaciones

2307-7999

2310-4635

Altheeb, Saad Al

UNIVERSIDAD SAN IGNACIO DE LOYOLA

10.20511/pyr2020.v8nSPE2.661

8

2020-07-31

e661

e661

Perú

Propósitos y Representaciones - 2020

info:eu-repo/semantics/openAccess

http://purl.org/coar/access_right/c_abf2

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spelling Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
Leaders motivate employees through setting in place structures aimed at taking full advantage of employee’s potential, organization resources and providing direction. Conversely, they can severely cause difficulty in inspiring confidence, buying into firm’s goals, promoting alignment and fostering collaborative environment. Therefore, this research aims at investigating relationship leadership style and motivation of employees. An intensive review of literature has been conducted highlighting employee motivation, leadership style (Authoritarian, Paternalistic, Transformational, Laissez-faire). The data were collected through questionnaire which was distributed to government employees working in Alkharj (Riyadh region) and 130 valid responses were received. SPSS 22 was used to carry out statistical analysis and the results indicated an overall positive significance of leadership styles and motivation. The overall impact of leadership styles together on motivation was found as 66.5% (R2=0.665). The unique effects of each Paternalistic, Transformational and Laissez-faire style on motivation was found positive and significant. Whereas, the relationship between authoritarian leadership style and motivation was found insignificant. It is recommended that leaders in Saudi Arabia work environment must follow paternalistic and transformational leadership styles to enhance motivation level of their employees.
Altheeb, Saad Al
Leadership
Motivation
Transformational
Paternalistic
Autocratic
Laissez-Faire
Saudi Arabia
8
SPE2
Núm. SPE2 , Año 2020 : Número especial: Prácticas de la psicología educativa en Europa y Medio Oriente
Artículo de revista
Journal article
2020-07-31T00:00:00Z
2020-07-31T00:00:00Z
2020-07-31
application/pdf
Carrera de Psicología, Universidad San Ignacio de Loyola, Lima, Perú.
Propósitos y Representaciones
2307-7999
2310-4635
https://revistas.usil.edu.pe/index.php/pyr/article/view/661
10.20511/pyr2020.v8nSPE2.661
https://doi.org/10.20511/pyr2020.v8nSPE2.661
eng
https://creativecommons.org/licenses/by-nc-sa/4.0/
Propósitos y Representaciones - 2020
e661
e661
https://revistas.usil.edu.pe/index.php/pyr/article/download/661/1019
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Publication
institution UNIVERSIDAD SAN IGNACIO DE LOYOLA
thumbnail https://nuevo.metarevistas.org/USIL/logo.png
country_str Perú
collection Propósitos y Representaciones
title Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
spellingShingle Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
Altheeb, Saad Al
Leadership
Motivation
Transformational
Paternalistic
Autocratic
Laissez-Faire
Saudi Arabia
title_short Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
title_full Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
title_fullStr Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
title_full_unstemmed Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
title_sort leadership style and employee motivation: a study of saudi arabian work environment
title_eng Leadership Style and Employee Motivation: A Study of Saudi Arabian Work Environment
description_eng Leaders motivate employees through setting in place structures aimed at taking full advantage of employee’s potential, organization resources and providing direction. Conversely, they can severely cause difficulty in inspiring confidence, buying into firm’s goals, promoting alignment and fostering collaborative environment. Therefore, this research aims at investigating relationship leadership style and motivation of employees. An intensive review of literature has been conducted highlighting employee motivation, leadership style (Authoritarian, Paternalistic, Transformational, Laissez-faire). The data were collected through questionnaire which was distributed to government employees working in Alkharj (Riyadh region) and 130 valid responses were received. SPSS 22 was used to carry out statistical analysis and the results indicated an overall positive significance of leadership styles and motivation. The overall impact of leadership styles together on motivation was found as 66.5% (R2=0.665). The unique effects of each Paternalistic, Transformational and Laissez-faire style on motivation was found positive and significant. Whereas, the relationship between authoritarian leadership style and motivation was found insignificant. It is recommended that leaders in Saudi Arabia work environment must follow paternalistic and transformational leadership styles to enhance motivation level of their employees.
author Altheeb, Saad Al
author_facet Altheeb, Saad Al
topic Leadership
Motivation
Transformational
Paternalistic
Autocratic
Laissez-Faire
Saudi Arabia
topic_facet Leadership
Motivation
Transformational
Paternalistic
Autocratic
Laissez-Faire
Saudi Arabia
citationvolume 8
citationissue SPE2
citationedition Núm. SPE2 , Año 2020 : Número especial: Prácticas de la psicología educativa en Europa y Medio Oriente
publisher Carrera de Psicología, Universidad San Ignacio de Loyola, Lima, Perú.
ispartofjournal Propósitos y Representaciones
source https://revistas.usil.edu.pe/index.php/pyr/article/view/661
language eng
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rights https://creativecommons.org/licenses/by-nc-sa/4.0/
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date_accessioned 2020-07-31T00:00:00Z
date_available 2020-07-31T00:00:00Z
url https://revistas.usil.edu.pe/index.php/pyr/article/view/661
url_doi https://doi.org/10.20511/pyr2020.v8nSPE2.661
issn 2307-7999
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doi 10.20511/pyr2020.v8nSPE2.661
citationstartpage e661
citationendpage e661
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