Compatibility between leadership style and motivational needs as a condition for peak performance

by Carpenter, Shari L., Ph.D., CAPELLA UNIVERSITY, 2008, 118 pages; 3331374

Abstract:

This study investigates the relationship between leadership style and the motivational needs of the follower. The research examines the leader-follower relationship to review the compatibility of leadership style with the motivational needs of the followers. Compatible relationships create individual peak performance and collective organizational reciprocity, resulting in an organization that functions at optimal levels of organizational effectiveness. Performance in an organization is influenced by compatible relationships between the leadership's style and the motivational needs of followers. Individual peak performance is defined by Maslow (2000) as the next potential level an individual can achieve after they achieve self-actualization. Maslow's research on peak performance demonstrates the need for collective organizational reciprocity in relation to the leader-follower relationship (Maslow, 1998). Organizational reciprocity is when both leader and the follower, or the collective, experience all their potentialities (Csikszentmihalyi, 2003). Collective organizational peak performance is discussed as an outcome of group actualization. The study reviews data collected through organizational surveys. The survey results present profiles of the individual's motivational needs and leadership style. The surveys yield information that supports the following hypotheses: Hypothesis 1 Autocratic style leaders connected with physical needs employees create optimal organizational effectiveness, Hypothesis 2 Democratic style leaders connected with growth needs employees create optimal organizational effectiveness, Hypothesis 3 Autocratic style leaders connected with growth needs employees create ineffective organizations and Hypothesis 4 Democratic style leaders connected with physical needs employees create ineffective organizations. Enlightened management occurs when the conditions at an individual's workplace help the individual and the organization achieve peak performance. The resulting condition of collective reciprocity creates mutual benefit for the individual and the leader resulting in a condition of optimum organizational effectiveness.

AdviserRhonda Waters
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3331374

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