Ledarskap i relation till motivation. En kvalitativ fallstudie om hur motivation inom ramen för Self-Determination Theory främjas av olika ledarskapsstilar

Abstract

Leadership in organizations plays a crucial role in promoting employee motivation. Different leadership styles have been shown to affect motivation in various ways. The purpose of this report is to establish a deeper understanding of the relationship between different leadership styles and motivation according to Self-Determination Theory. The report also aims to highlight potential similarities and differences in the perceptions of leaders and employees in various industries, regarding motivation as defined by Self-Determination Theory. Based on a case study, it includes interviews with eight leaders and eight employees. The main conclusion highlights several similarities and differences in how leaders and employees perceive motivation. Leaders and employees who advocate for transactional, transformational, and situational leadership generally agree on the key motivational factors within each style. However, within laissez-faire leadership, there are notable differences: leaders believe that a "hands-off" approach promotes intrinsic motivation through freedom and autonomy, whereas employees often see it as a lack of support and seek external rewards instead. Variations in motivation perceptions are also linked to factors such as industry, experience, and gender. These observations underscore the necessity of adapting leadership styles to the individual and contextual differences to effectively motivate employees.