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Asimadi, Isabella (2013)
Languages: English
Types: Doctoral thesis
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.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Adler, N.J., and Gundersen, A. (2008) International Dimensions of Organizational Behaviour (5th ed.). Mason, OH: Thomson Higher Education Aksu, H. (2009), “Questionnaires and interviews in educational researches” Journal of Graduate School of Social Sciences, 13(1): 201-216 Antonakis, J., (2012) Transformational and Charismatic Leadership. In D.V. Day and Antonakis, J. (Eds), The Nature of Leadership (2nd ed. pp. 256-288) Avolio, B. J and Bass, B. M., (1988) Transformational Leadership Charisma and Beyond pp 29-49 in Hunt, J.G., Baliga B.R., Dachler, H.P., Schriesheim, C.A. (Eds) Emerging Leadership vistas Lexington MA; Lexington Books Avolio, B. J., Bass, B. M., and Jung, D. I. (1999) 'Re-examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership Questionnaire'. Journal of Occupational and Organizational Psychology, 72: 441−462 Barbuto, J. E., Fritz, S. M., & Marx, D. (2000). A field study of two measures of work motivation for predicting leader's transformational behaviours. Psychological Reports, 86, 295-300.
    • Barbuto, J. E. (2005). Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents. Journal of leadership and organizational studies, 11(4), 26-40.
    • Bartol, K. M., and Martin, D. C. (1998) Management, 3rd ed., McGraw Hill, New York, NY, 268-279.
    • Bass, B.M. (2010) The Bass handbook of leadership: Theory, Research, and Managerial Applications. New York, NY: Simon & Schuster.
    • Bass, B.M. (1990) From 'Transactional to Transformational leadership: learning to share the vision'. Organisational Dynamics 18: 19-31
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