Leadership Styles and Students Motivation\ud or Demotivation at their Work Places\ud Empirical Evidence – University of East\ud London
2013 dissertation for MBA in International Business. Selected by academic staff as a good example of a masters level dissertation. \ud \ud This research is on leadership styles and its relation to students’ motivation\ud or demotivation at their work places. A survey was conducted by\ud administering a questionnaire to Students of University of East London to\ud determine which leadership style they find motivating as well as leadership\ud behaviours they find demotivating, with emphasis on transformational and\ud transactional leadership. Questionnaire tailored to suit transactional and\ud transformational leadership behaviours were administered to fifty (50)\ud students through convenience sampling and data was analysed by Statistical\ud Package of Social Sciences (SPSS). The result indicated a positive and\ud significant relation between transformational leadership style and students’\ud motivation at work. Contingent reward, associated with transactional\ud leadership style, also indicated a positive relation with motivation. However,\ud Management by Exception (another feature associated with the transactional\ud leadership style) shows a negative relation with students’ motivation at their\ud work places. Thirty three percent (33%) of students agreed that they were\ud motivated by their leaders’ personal qualities, whilst forty six (46%) indicated\ud their leaders supportive behaviours motivated them. Twenty one (21%)\ud percent of students find nothing motivating about their leaders and fifteen\ud percent (15%) find nothing demotivating. The result also indicated that\ud students experience transformational leadership style more commonly than\ud transactional.
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