TRANSFORMATIONAL LEADERSHIP

Transformational Leadership and Motivation

Abstract

This study examined the relationships between leaders' self-perceptions of their transformational and leadership behaviors and their sources of work motivation.

Table of Contents

Abstract2

Foundation of the Study4

Section 14

Background of the Problem4

Purpose Statement4

Nature of the study5

Significance of the Study5

Key Terms5

Limitations of the Study5

Theoretical or Conceptual Framework6

Section 27

Method7

Research Design7

Population and Sampling7

Data Collection8

Instruments8

Data Collection Technique8

Data Organization Techniques9

Data Analysis Technique9

Reliability9

Validity10

Conclusion10

References11

Transformational Leadership and Motivation

Foundation of the Study

Organizational leadership studies since the early 1980s have focused heavily on competencies and behaviors, leadership training and development, shared organizational values and culture, and systems thinking. These studies have outlined practices and behaviors at both group and individual levels that positively influence organizational achievement and intra-group dynamics.

Section 1

Background of the Problem

The problem statement of the study is whether the leadership styles and behaviors affect the motivation level of employees or not.

Purpose Statement

This study examines the relationships between leaders' self-perceptions of their transformational leadership behaviors and their sources of work motivation. Discovering relationships between leaders' motivations and behaviors establishes a foundation for developing new leadership models intended to develop a full range of leadership behaviors among the student leaders.

Hook and Anchor Statements

Brown (2000) has said that transformational leadership is not the in-born quality in every leader. They have to transform their behavior in order to create a motivating environment.

Vogt (2007) has analyzed that around 80% of the leaders have to transform themselves in according to the new leadership models' requirements, since all of them do not have in born leadership skills and the motivating behavior.

Nature of the study

The nature of the study is quantitative and qualitative both.

Significance of the Study

This study is significant relative to existing literature, college student development practitioners, and collegiate curriculum and policy development. Regarding the existing literature, this study provides (a) insights into leaders' self-perceptions of their leadership behaviors, and (b) connections between leadership behaviors and motivation sources.

Key Terms

Several terms require specific definitions relative to the current study.

In the current study, motivation refers to work motivation, defined by Scholl (1999) as the process by which behavior is energized, directed, and sustained in organizational settings.

Transformational leadership describes leadership methods that empower followers, or organization members, to perform beyond expectations toward the transformation of group, organization, and larger entities in accordance with a shared vision (Avolio, 2004).

Limitations of the Study

The current study examined students at a single institution; although the sample included students across a broad range of organizations, commonalities within the campus culture limit generalizability beyond this institution.

Theoretical or Conceptual Framework

The preceding literature review provided a set of frames through which to consider the present study, including a brief history of leadership theories, motivation research, and developmental functions of leadership education, leadership training and leadership within organizational cultures. Practical needs for the current study were presented, framed against existing models of leadership development utilized in leadership settings (Barbuto, 2005).

In the realm of leadership, Brown (2000) introduced the Advanced Change Theory, linking perspectives of complex human systems to strategies for adaptive ...