The Impact of Intrinsic Motivation on The Effectiveness of Leadership Style towards on Work Engagement

Shu, Chin-Yi

doi:10.7903/cmr.14043

Cited by 33 publications

(29 citation statements)

References 40 publications

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“…We also see the overlaps of the presented phenomena illustrating the interplay and/or simultaneity of lifelong experiences of the family owner, Ms. Grošelj that contributed to her age management paradigm. Findings of our case study are in line with recommendations posited by Shu (2015) that intrinsic motivation fosters the positive relationship between leadership and work engagement and consequently to age management. Based on collected and analyzed data, we developed the conceptual model of her lifelong approach and her experiences on age management phenomena by isolating overarching facets for managing the complexity of longer living in everyday life.…”

Section: Adapting Lifelong Learningsupporting

confidence: 89%

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

et al. 2019

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Background and Purpose:While the world population is aging, the aim of this study is to bring new knowledge into age management research by investigating the most important factors that encourage older employees to remain in the labour market longer, also after meeting the official retirement age, based on an in-depth qualitative case study of the high-end luxury fashion designer with more than 50 years of working experience. Design/Methodology/Approach: We conducted an inductive case study in fashion industry. Specifically, our case study is build based on the content analysis of secondary data as well as an in-depth interview with the general manager in the fashion and high-end luxury industry in Slovenia. Results: The proposed conceptual model shows key facets, as assigned overarching categories, namely-vitality, intrinsic motivation, adapting, lifelong learning, and positive emotions and therefore contributes to the age management phenomena. Within the presented case study, we found out that the selected facets are the most important factors for the encouragement to remain in the labor market and to ensure flexible retirement processes in dealing with the challenges of an aging population and workforce. Conclusion: Our study contributes to the theory and practice of age management by narrowing our focus on the best practice from selected high-end luxury fashion industry designer in Slovenia. What can we learn from high-end luxury fashion designer with more than 50 years of working experience? As the presented case study cannot be generalized to population, the presented case contributes to the field of age management and empowers people to rethink and stay active after meeting the official retirement age. Research Papers more visual problems (Bucur et al., 2005). In this article, we are focused on human willingness to work longer. By conducting a qualitative design, namely a business case study of Slovenian high-end fashion industry designer, we are deepening our understanding regarding the key factors that affect human willingness to work longer. Concretely, the research question we aim to answer is "What is/are the most important factor(s) of an older employee for the encouragement to remain in the labor market longer, after meeting the official retirement age?".We structure our paper as follows. First, we focus on the literature review, where the first part is dedicated to understanding the aging and age management in the EU and Slovenia, meanwhile, the second part is focused on the fashion and high-end industries in the EU, in order for a reader to understand its importance. After the literature review, we present the methodology applied, with the sub-chapters on study design, data collection, and content analysis. Within the results section, we firstly present the case study context, which is needed to fully understand the second sub-chapter, namely the presented case study of Slovenian fashion industry designer, enriched with several in-depth quotations. Lastly, we focus on discussion and conclusion, wh...

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Section: Adapting Lifelong Learningsupporting

confidence: 89%

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

et al. 2019

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“…This is consistent with Tremblay et al’s (2009) suggestions of summing subscales into self-determined (intrinsic motivation, integrated regulation, and identified regulation) and non-self-determined (introjected, external, and amotivation) subscales. The authors found these subscales to predict work-related variables, such as organizational commitment, in the expected directions, and scholars have used these subscales in subsequent studies (e.g., Shu, 2015). To explore this further, we ran an exploratory factor analysis on all WEIMS items.…”

Section: Resultsmentioning

confidence: 99%

Self-Determination and Meaningful Work: Exploring Socioeconomic Constraints

2016

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This study examined a model of meaningful work among a diverse sample of working adults. From the perspectives of Self-Determination Theory and the Psychology of Working Framework, we tested a structural model with social class and work volition predicting SDT motivation variables, which in turn predicted meaningful work. Partially supporting hypotheses, work volition was positively related to internal regulation and negatively related to amotivation, whereas social class was positively related to external regulation and amotivation. In turn, internal regulation was positively related to meaningful work, whereas external regulation and amotivation were negatively related to meaningful work. Indirect effects from work volition to meaningful work via internal regulation and amotivation were significant, and indirect effects from social class to meaningful work via external regulation and amotivation were significant. This study highlights the important relations between SDT motivation variables and meaningful work, especially the large positive relation between internal regulation and meaningful work. However, results also reveal that work volition and social class may play critical roles in predicting internal regulation, external regulation, and amotivation.

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“…Literatürde, işe adanmışlık ve liderlik tarzları arasında ilişkiyi araştıran çeşitli çalışmalar bulunmaktadır (Babcock-Roberson ve Strickland, 2010;Cenkçi ve Özçelik, 2015;Enwereuzor, Ugwu ve Eze, 2018;Ghadi, Fernando ve Caputi;2011;Korkmaz, Gökdeniz ve Zorlu, 2018;Salanova, Lorente, Chambel ve Martinez, 2011;Shu, 2015;Zhu, Avolio ve Walumba;2009). Korkmaz, vd.…”

Section: Literatür Taramasıunclassified

“…Çalışmada, paternalist liderliğin ve işe adanmışlığın alt boyutları dikkate alındığında; aile ortamı yaratma, iş dışı konularda katılım, sadakat ve itaat boyutlarının işe adanmışlığın üç alt boyutu üzerindeki etkisinde sıkılık-esneklik kısmi aracılık etkisine sahiptir. Shu (2015) çalışmasında, otoriter liderliğin işe adanmışlık üzerinde negatif yönlü bir etkisi olduğunu, Cenkçi ve Özçelik (2015) ise literatürün aksine otoriter liderliğin işe adanmışlık üzerinde etkisi olmadığını bulmuştur. Bizim çalışmamızda ise otoriter liderliğin dinçlik ve adanmışlık alt boyutları üzerindeki etkisinde sıkılık-esnekliğin tam aracılık etkisine sahip olduğu bulunmuştur.…”

Section: Sonuçlarunclassified

Paternalist ve Dönüşümsel Liderlik Tarzlarının İşe Adanmışlık Üzerindeki Etkisinde, Sıkılık-Esneklik Değişkeninin Aracılık Rolü

Kılıç¹,

Toker²,

Karayel³

et al. 2020

OPUS Uluslararası Toplum Araştırmaları Dergisi

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ÖzBu çalışmada, gıda sektöründe faaliyet gösteren ve merkezde 150 çalışanı olan bir aile işletmesindeki paternalist ve dönüşümsel liderliğin, çalışanların işe adanmışlık tutumları üzerindeki etkisi ve sıkılık-esnekliğin bu etki üzerindeki aracılık rolü araştırılmıştır. 133 kişiden cevap alınan anket verisiyle yapılan analizler sonucunda; her iki liderlik tarzının da işe adanmışlığı pozitif ve anlamlı bir şekilde etkilediği, sıkılık-esneklik kültür boyutunun ise bu etkiye kısmi aracılık yaptığı belirlenmiştir. Paternalist liderliğe kıyasla, dönüşümsel liderliğin işe adanmışlıktaki değişimi nispeten daha fazla açıklayabildiği, bu nedenle işe adanmışlığın artırılması için paternalist liderliğin yanında dönüşümsel liderliğe eğilmenin iyi bir seçenek olabileceği görülmektedir. Dönüşümsel liderliğin alt boyutları ve işe adanmışlığın alt boyutları dikkate alındığında; entelektüel uyarım, ilham veren motivasyon ve bireysel ilginin işe adanmışlığın alt boyutları (dinçlik, adanma, özümseme) üzerindeki etkisinde, sıkılık-esneklik kısmi aracılık rolüne sahiptir. İdeal etki alt boyutunun işe adanmışlığın alt boyutları üzerindeki etkisinde ise sıkılık-esnekliğin bir aracılık rolü bulunmamaktadır. Paternalist liderliğin alt boyutları ve işe adanmışlığın alt boyutları dikkate alındığında aile ortamı yaratma, iş dışı konularda katılım, sadakat ve itaat boyutlarının işe adanmışlığın üç alt boyutunun tümü üzerindeki etkisinde sıkılık-esneklik kısmi aracılık etkisine sahiptir. Otoriterlik alt boyutunun dinçlik ve adanmışlık alt boyutları üzerindeki etkisinde ise sıkılık-esneklik tam aracılık etkisine sahiptir. AbstractIn this study, effect of paternalistic leadership and transformational leadership on work engagement and mediating effect of tightness-looseness at a family owned company operating in food sector with 150 employees in the main facility is researched. According to results of analysis of the survey data collected from 133 respondents; both of the leadership styles has a positive and significant effect on work engagement and tightness-looseness culture has a partial mediating role on this effect. Compared to paternalistic leadership, transformational leadership can explain change in work engagement better, so in order to increase work engagement, besides paternalistic leadership, focusing on transformational leadership seems a good alternative. Considering sub-dimensions of transformational leadership and work engagement; tightness-looseness has a partial mediating role on the effect of three subdimensions of transformational leadership (intellectual stimulation, inspirational motivation and individualized consideration) on sub-dimensions of work engagement (vigor, dedication, absorption). Tightness-looseness doesn't have a mediating effect on the effect of idealized influence sub-dimension of transformational leadership on sub-dimensions of work engagement. Considering sub-dimensions of paternalistic leadership and work engagement; tightness-looseness has a partial mediating role on the effect of three sub-dimensions of...

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The Impact of Intrinsic Motivation on The Effectiveness of Leadership Style towards on Work Engagement

Cited by 33 publications

References 40 publications

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

Self-Determination and Meaningful Work: Exploring Socioeconomic Constraints

Paternalist ve Dönüşümsel Liderlik Tarzlarının İşe Adanmışlık Üzerindeki Etkisinde, Sıkılık-Esneklik Değişkeninin Aracılık Rolü

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