The Impact of Leadership Styles on Motivating Corporate Employees in Kosovo

Author:Burim Dërmaku
Position:University of Library Studies and Information Technologies
Pages:45-52
Vo
l.
6
N
o
.
3
N
ovember
,
2020
ISS
N 2410-391
8
A
cces online at www.ii
p
ccl.or
g
45
A
cademic Journal o
f
Business,
A
dministration, Law and Social Sciences
II
PCCL Publishin
g
, Graz-
A
ustria
The Impact of Leadership St
y
les on Motivating Corporate Emplo
y
ees in
s
v
P
h
D
(
C.
)
Burim Dërma
k
u
U
niversity o
f
Library Studies and
I
n
f
ormation Technologies
Abs
tr
ac
t
Leadership is the most important factor in business development, refers to the perceptions and
e
xpectations of group members in achieving the objectives of any private or public organization,
organizational culture a
ects leadership as much as leadership a
ects organizational culture.
I
n this regard, this study tries to re ect the impact of leadership styles on the motivation of
corporate employees in Kosovo. This study a empts to analyze the perception o
f
corporate
e
mployees about motivation being in uenced by leadership styles, in relation to motivation
factors and how it relates to leadership styles
.
T
he study is based on four leadership styles, which re ect their e ect on the motivation o
f
corporate employees in Kosovo. The research data collection is primary, conducted through
a
structured questionnaire, with a sample size of 391 respondents. The research results are
b
ased on the highly variable linear econometric model, and based on the research results the
4
leadership styles Classical leadership, Transactional leadership, Visionary leadership, and
O
rganic leadership have had a positive impact on the motivation of corporate employees in
Ko
s
o
v
o
.
Ke
y
words
:
Leadership styles, Motivation, Corporate, Kosovo.
I
ntr
odu
ct
io
n
Leaders have visions, take risks,
p
resent dreams, ex
p
lore o
pp
ortunities, and generall
y
i
nvite their colleagues to join them on the journe
y
to the unknown.
E
ven when leaders
b
lend in ver
y
well with the atmos
p
here o
f
the organization, there is something that
sets them a
p
art
f
rom others. Looking at them and anal
y
zing them closel
y
, what
d
istinguis
h
es t
h
em is exact
ly
t
h
e vision. W
h
enever in
d
ivi
d
ua
l
s turn t
h
eir a ention
awa
y
f
rom routine issues, the
y
are o
p
en to new
p
ossibilities. The
y
seek solutions that
f
ocus on maximizing
p
otential and not on things that have ha
pp
ened in the
p
ast
.
T
he abilit
y
to look
f
ar, to imagine something new and be er, to
f
ocus on the end
result, to dream can be gained through
p
ractice. The vision gives the big
p
icture
and
t
h
e
l
ong-term
d
irection an
d
answers t
h
e
q
uestion w
h
at wi
ll
b
e t
h
e success.
I
n or
d
er
to articulate a realistic and credible vision, leaders need to know what
p
eo
p
le want
an
d
t
h
eir vision nee
d
s to
b
e wi
d
e
ly
s
h
are
d
wit
h
t
h
em.
B
ased on the situational leadershi
p
model develo
p
ed b
y
Herse
y
, Blanchard, and
J
o
h
nson (1996) it is
b
ase
d
on t
h
e interre
l
ations
h
i
p
s
b
etween
p
rominent e
l
ements
of
grou
p
d
y
namics: First, the amount o
f
guidance and direction (i.e., commitment)
a leader
p
rovides to members o
f
the organization; second, the amount o
f
socio
-
e
motional su
pp
ort (i.e. relationshi
p
behavior) a leader
p
rovides to members o
f
the
o
rganization; and third, the levels o
f
readiness (i.e., maturit
y
levels) that
f
ollowers

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