Shared Leadership and Employee Motivation Relationship
DOI:
https://doi.org/10.54097/ajmss.v3i3.11095Keywords:
Shared Leadership, Employee Motivation, Interaction, Shared Goals, PerformanceAbstract
Shared leadership is an emerging leadership style that aims to stimulate employee motivation and creativity. This paper will focus on the relationship between shared leadership and employee motivation and illustrate its importance and impact through comprehensive research and real-life examples. The findings suggest that shared leadership can increase employee job satisfaction, work engagement and organisational commitment and further individual and organisational development. The purpose of this paper is to provide managers with effective leadership strategies to promote positive employee motivation and organisational performance.
Downloads
References
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
Avolio, B. J., & Yammarino, F. J. (2002). Transformational and charismatic leadership: The road ahead. Emerald Group Publishing.
Grant, A. M., & Parker, S. K. (2009). 3. Redesigning work design theories: The rise of relational and proactive perspectives. Academy of management annals, 3(1), 317-375.
Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of applied psychology, 99(2), 181-198.
Zhang, Y., Liden, R. C., & Locke, E. A. (2012). The effect of entrepreneurial leadership, LMX, and empowerment on performance in SMEs: A multilevel study. Journal of applied psychology, 97(3), 573-582.
Deluga, R. J. (2013). Common method variance and the measurement equivalence of the Multifactor Leadership Questionnaire (MLQ). Leadership Quarterly, 24(1), 109-123.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36
Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviors in the workplace: The role of high-quality interpersonal relationships and psychological safety. Systemic Practice and Action Research, 22(6), 495-510.
Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., & Rosen, B. (2007). A multilevel study of leadership, empowerment, and performance in teams. Journal of Applied Psychology, 92(2), 331-346.
Avolio, B. J., & Kahai, S. S. (2003). Adding the “E” to E-commerce: A Review and Typology of E-leadership. Leadership Quarterly, 14(4-5), 649-682.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735-744.
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. Leadership Quarterly, 19 (2), 161-177.
Downloads
Published
Issue
Section
How to Cite
