THE EFFECT OF LEADERSHIP ON EMPLOYEE MOTIVATION OF A MAJOR FAST

FOOD CHAIN KFC IN SOUTH AFRICA.

INTRODUCTION
In the current business world, challenges faced by the organizations in terms of
employee motivation and retention are different from those of the previous times.
According to Edgar and Geare, (2015:101), there is greater need for intelligence and
alertness regardless of the type of organization. Every organization must move
forward in a new direction in an innovative way by embracing the opportunities and
reducing threats (Darwyne, 2018). Organizations are facing a difficult task of finding
ways to attract and retain employees in a competitive market. They are struggling to
offer innovative incentives besides regular salaries and benefits. Aguinis (2019:7)
states that even a small organization can become highly competitive by successfully
motivating its employees. Aguinis (2019:7) further suggests that an organization
must show creativity and move outside the traditional methods of compensating
employees to develop a work force high in spirits.
The onerous task of developing and retaining a workforce that is motivated and
productive lies with the leadership of the organization. Motivation of employees
mostly depends on the leaders’ attitude and how they equip, train and influence the
employees (Bridges, 2018). Organizations are not only looking to retain employees;
they are also looking to get great leaders as they believe that leaders can bring
special skills to the organization and eventually improve the bottom level employees
(Roger 2015:199-216). Therefore, motivation and leadership have become
interrelated and an interesting subject area to examine. There is a great opportunity
to explore the understandings of motivation and leadership, and their effect on
organizational performance (Chao, 2017:143-158). This research will be conducted
on a major fast food chain, namely, KFC, in order to assess the motivation level of
the employees and to assess the perception of the leaders.

CONCEPTUAL CLARIFICATIONS

Leadership
Leadership is both a research area and a practical skill encompassing the ability of
an individual or organisation to ‘’lead’’ or guide other individuals, teams, or entire
organisations (Goldsmith, 2016)

Employee Motivation
According to Robbins (2015), Employee Motivation is the level of energy,
commitment, and creativity that a company’s workers bring to their jobs.

PROBLEM STATEMENT

“Corporate ownership structures, governance system and incentive programs-

despite the enlightened rhetoric of business leaders- are still firmly planted in the
industrial age and leaders are still motivating their employees through Pavlovian
carrot-and-stick incentives” (Mohamed, 2018). Although the situation has improved
than before where employees have greater independence, in most cases, they still
cannot take part in major decisions. As a result, employees “feel estranged from their
organization” (Mhlanga, 2018:82-93). This is one of the main factors behind this
research. Additionally, this research project aims to understand the leadership
attitudes. According to Mcquerrey (2018), “many leaders believe they need to offer
bonuses, but money won’t have the desired effect if managers overlook their
employees”. Sometimes leaders develop employee motivation strategies for short
term rather than for long term success and eventually do not contribute to the
employee motivation in a meaningful way.
After researching in detail through many literatures it has been found that many
researchers such as (Ferreira, 2018) emphasize motivation as a key factor). The aim
of this dissertation project is to work closely with the chosen organization to identify
what actually motivates their employees by studying the uniqueness of the
organization and its employees. Data will be collected from KFC employees and
managers; the data will be analysed to find their viewpoint on motivation. I expect to
develop new ideas on motivation and suggest a road map for the organization on
how it might initiate the changes.

BACKGROUND OF THE STUDY

The chosen organization for this dissertation is KFC, a large organization in

hospitality-food and beverage services industry (Ozersky, 2015:25). KFC started with
the innovation of a 65year old man named Colonel Harland Sanders in 1939. He
started selling his original recipe fried chicken from a petrol station he owned.
However, he had to move on the roads to sell his chicken due to a construction work
that bypassed his town. This resulted in the first KFC outlet being opened in 1952 in
Utah and started a great successful journey. KFC started its operations in the UK in
1965 in Preston and currently operates about 700 outlets, both companies owned
and franchised. In 1997, KFC was turned in to an independent company named
Yum! Brands, with its head office in Louisville, Kentucky and its UK head office in
Woking, Surrey (Harwell, 2015). In 2011, KFC became one of the top 50 great
places to work in United Kingdom and also ranked as one of Britain’s top employers
by CRF Institute (Veitch, 2017). KFC got this award for having great HR practices of
international standard and ensuring a great work environment and development
opportunities.

According to Insight Survey, (2016) KFC first entered the South African market in
1971. The company was forced to divest its 60 company owned outlets and
trademarks to a South African holding company called Devco in 1987 after the US
Congress passed a law forbidding American companies from owning South African
assets (Nair, 2016). The company's 120 franchised outlets were not affected. KFC
continued to collect an administrative fee from Devco. The company reacquired its
former assets when sanctions were lifted in 1994. By 1994 there were around 300
KFC outlets in the country (Maritz, 2016). (What does the company look like now in
2020? Add more detail to its current state)

RESREARCH QUESTIONS
-How can management develop their leadership style to motivate staff members to
achieving their organizational roles?
-How do employees perceive the relationship between motivation and leadership?
- Does leadership style and power have any effect or impact on employee
motivation?
-Are employees intrinsically or extrinsically motivated?

RESEARCH AIMS
The aims of the research are:
- To critically examine the organization to explore what motivates its employees
based on its current leadership style.
- To investigate current opinions, ideas and insights on leadership and motivational
factors of the managers and staff at KFC.

RESEARCH OBJECTIVES
In any industrial organization workers are expected to put in their maximum input so
that the output of the organization would be able to sustain the organization. Hence,
profit maximization through higher job performance then becomes the major
determinant that can make an industry to continue existing.
The objectives of this study are:

-Work closely with the chosen organization to identify what motivational technique it
uses. For this objective, the researcher would mainly depend on the observation and
discussion with the managers in a focus group.

-Investigate how these techniques work to motivate the employees. In particular, I

would like to examine what the employees think about management and the way
they are managed.
For this objective, I will mainly depend on the survey using a questionnaire with a
sample of 10 employees of KFC.
-After analyzing the data, make specific recommendation to KFC about its leadership
and employee motivation and also develop strategies to implement them in the
organization.
For this objective, I’m going to analyse the data to develop a common trend on
employee motivation and leadership and match them with the current situation to find
areas of improvement.

LITERATURE REVIEW

For an organization, that serves its customers through face to face interaction, it is
crucial that the employees’ level of motivation is high to ensure great service.
According to Bahmanabadi (2015), “Today’s fast-changing, challenging work
environment is more likely to create negative feelings, such as stress and frustration,
and therefore poses a constant threat to healthy work attitudes”. So, it is very
important for an organization to ensure that such barriers to employee motivation are
removed to have a happy workforce who would uphold the organizational values at
every stage of operation.
This section covers the literature review that has been conducted after thorough
analysis of several articled written by other scholars. The main purpose of including
the literature review over here was to support the topic with proper referencing from
work done by other researchers. This not only enhances the topic but also highlight a
few more points related to the topic which have proved beneficial.
According to (Kumar , Hossain and Nasrin , 2015 :1776-1786), Martin G Evans, tried
to analyse the impact of leaders’ behaviour on the motivation of his subordinates, in
his article “Leadership and Motivation: A Core Concept, 1970”. Martin conducted a
research based on the two theories on motivation. The first theory is the Maslow’s
hierarchy of needs and the second is the Path-goal approach to motivation. Martin
carried out his research on two organizations: a utility and a hospital. Questions were
asked to study the importance of different goals to the employees. The questions
also tried to collect information on the effect of high or low productive work on the
motivation level of the subordinates. To test the Path-goal theory, questions were
asked whether following each of the paths helped them attain their goals. The result
supported the two theories. It showed that following high quality and high productive
work led to the subordinate’s goals while low quality and low productive work led
away from the subordinate goals. Job security was also seen as a very important
factor to drive motivation confirming the hierarchy of needs model. In the end Martin
highlights the managerial importance of the research and proposes that to have a
strong motivation in the employees, the leader should create a strong relationship
between the employee’s goals and the organizational goals.
Arthur G. Jago claims in his research “Leadership: Perspectives in Theory and
Research, 1982” that despite years of systematic experiential research on the
defining traits of leaders that distinguish them from non-leaders, scientists of the soft
science of behaviourism in organizations have yet to come up with conclusive data
and results owing to the multifarious interpretations of the phenomena that does
shed light on the role of a leader but leaves the topic of inter organizational relations
and connections open to debate (Aguinis 2019:7). The article discusses several
theories and definitions that provide us with the premises used to build on tabulating
a set of universal leadership traits and physical factors which is the first of four
typologies drawn on the dominating assumptions of prior research in this field and
Jago in some ways comments on their redundancy and limited approach owing to
their limited set of assumptions. Jago discusses various and conflicting behaviorisms
of leadership and the corresponding situations contingent on these traits and hence
focus on a set of universally appropriate leadership traits and their reliance on
situations to provide its second and third typology. The final typology looks at
situationally contingent behavioural styles. Jago examines organizational
prescriptions that follow from the typologies he had employed to argue the
insufficiency of old methods used in the research of these traits and typologies and
discusses and prescribes new and novel research methods in the study of
leadership behaviourism (Kumar et al., 2015 :1776-1786).
Kirkpatrick and Locke in their research “Leadership: Do Traits Matter?, 1991”
acknowledge the fact that different situations require different types of leadership,
that the topic is so vast and complex that to determine the exact ingredients for the
perfect leader would be fool-some (Saluy and Treshia, 2018:53-70, Lecturer,
2018:148-155). They acknowledge that a leader in a business organization will
require a different mix of traits than say a military leader. They furthermore
differentiate between skills and traits and back their claims with evidence from actual
case studies. Six traits they identify that distinguish leaders from non-leaders are:
drive, the desire to lead, honesty/integrity, self-confidence, cognitive ability, and
knowledge of the business. Kirkpatrick and Locke then go on to discuss secondary
characteristics that may not be easily backed with evidence nor be required in every
situation but are nonetheless indicators of a good leader, these include Charisma,
creativity/originality, and flexibility. The authors go on to assert that apart from the
core traits that provide the potential for good leadership, the following factors help
them actualize their potential: skills, vision, and implementing the vision. Each factor
is discussed in detail and how their effects are implicated at the level of the
management and employees. The article finally talks about the grave responsibilities
that come with the mantle of leadership and where the rare mix of traits and
characteristics does come together to make an effective leader, the credit must be
given to the individual (Saluy et al., 2018:53-70).
Where Kirkpatrick and Locke consider charisma as secondary and necessary but an
insufficient trait for leaders, Shamir, House and Arthur, in “The Motivational Effects of
Charismatic Leadership: A Self-Concept Based Theory, 1993”, on the other hand
argue that charismatic leadership has profound effects on employee motivation and
illustrate this claim with empirical evidence from several studies. After establishing
the importance of charismatic leadership, the authors point towards a problem in
research on leadership and motivation, that is, absence of an account of the process
that helps translate charismatic leadership onto its effects on employees. The
authors use previous studies to list down several effects charismatic/
transformational leadership has on employees. These effects include elevating
workers needs to a higher tier on Maslow’s hierarchy, achieve higher levels of
morality, transcend their needs and goals to take the entire team into consideration,
etc. By using a self-concept-based theory, Shamir, House and Arthur point at various
processes that are set into motion in the context of a powerful and charismatic
leadership. Leadership sets the tone for worker performance; by providing
employees with a vision the leader makes them espouse his own values and higher
goals. The authors point at factors like increasing the intrinsic valence of effort,
increasing effort-accomplishment expectancies, instilling faith in a better future, etc
to demonstrate the processes that come into play with the introduction of charismatic
and transformational leadership in a work space. The authors identify classes of
leadership behaviour that set the certain processes into motion and discuss other
external factors (organizational factors that provide a conducive environment for
effective leadership and employee responsiveness). The authors thereby provide a
theory that links transformational leadership and employee effects through employee
self-concepts. The nature of leadership in question activates certain employee self-
concepts that hence affect motivational mechanisms.
In “Leadership and Motivation- The Effective Application of Expectancy Theory,
2001”, Robert G. Isaac, Wilfred G. Zerb, Douglas C. Pitt, discuses Vroom’s
Expectancy Theory and its application in providing a practical tool in helping
individuals in leadership roles. The authors trace a direct link between the underlying
and explicit assumptions and variables in the expectancy theory and leadership
concepts to draw the correlation of leader interactions with employees and
motivational working environments. The authors then assert that motivational
working environs aid employees in traditional job posts to achieve self-actualization
and transcend their roles to become leaders in themselves (Saluy et al., 2018-53-
70). The article discusses the complex relationships between employees and leaders
within an organization and situation-based antagonism that exists. It emphasizes
distinctions between leaders and managers and stipulates the removal of these
distinctions to help overcome the antagonism parameters in the relationship
completely to increase motivation levels. The article examines several other
relationships and linkages between behaviorisms and output in the context of
motivation levels in an organization. Finally concluding that boss-worker distinctions
should be eliminated and that everyone in an organization should strive to be a
leader and influence should be a two way process and this, the authors propose can
be achieved using the principles from the expectancy Theory (Mehrzi and Singh,
2016:831-843).
.
Douglas F. Cellar, Stuart Sidle, Keith Goudy, Daniel O’Brien in “Effects of Leader
Style, Leader Sex and Subordinate Personality on Leader Evaluations and Future
Subordinate Motivation, 2001” examines the long-standing evaluation of gender
influences on motivation and employee response. The authors use the ‘agreeability’
factor, a dichotomous leadership style variation (autocratic vs democratic) and
gender differences to conduct a three-way study with leadership evaluation, future
interest and effort as dependant variables. The hypothesis was that agreeability
affects inconsistent gender behaviour and this by extension affects employee
productivity and output (Siahaan, Gultom and Lumbanraja, 2016:255-261). A self-
designed questionnaire was used. Subordinate behaviour was analysed with the
expectation of leaders adhering to gender stereotypes and results of the study
concluded that it was indeed the case. Where leaders deviated from stereotypical
expectations disagreeable subordinates reacted and penalized the leaders for the
deviation. Agreeable employees however did not. The purpose is basically to show
the effect gender stereotypes have on the motivational levels of employees based on
their behavioural profiles.
According to different studies, transformational leadership has a significant positive
impact on the employee satisfaction. Arenofsky, (2017) states that “transformational
leadership would result in followers performing beyond the expected levels of
performance as a consequence of the leader’s influence”. (Mehrzi et al,
2016:831:843) state “The dynamics of transformational leadership involve strong
personal identification with the leader, joining in a shared vision of the future, or
going beyond the self-interest exchange of rewards for compliance (Mehrzi et al,
2016:831-843). Nurdan Ozaralli tried to investigate the effect of transformational
leadership in his research “Effects of transformational leadership on empowerment
and team effectiveness, 2002”. The data for the research was collected from a
sample of 152 people in different sectors in Turkey. Snowball technique was used for
data collection and to measure transformational leadership, Bass and Avolio’s
multifactor leadership questionnaire (MLQ) was used. The results showed that a
transformational behaviour of leaders has a positive relation with subordinate
empowerment and with team effectiveness. Subordinates who worked under
transformation leadership were more group oriented and had a higher level of
performance (Studer, 2016:688-714). Creativity is higher when the subordinates
work under a transformational leader as they are more empowered. In the end
Nurdan suggests that there is a very significant effect of team empowerment on
employee performance so the managers should identify the teams with low
empowerment and should try to raise their level of empowerment (Wang and Lee,
2016:3231-3239).
Nader in “Leadership and Motivation, 2002” discusses two important determinants of
individual performance in organizations: the type of leadership in that organization
and personal motivation of employees in an organization. He draws on theories in
general; data collected from empirical research on the subject to and the premises of
people being the same as each other and yet being different to collate his findings
and providing some general theories and analysis that determine behaviour and
leadership traits. According to (Saluy and Treshia, 2018:53-70) Nader provides
comprehensive definitions and analysis of the concept of motivation and discusses it
in the context on theories like Maslow’s hierarchy of needs, McClelland’s theory of
needs etc; ending his study of motivation by discussing motivational goals and
categories these fall into. He then continues with a discussion of leadership theories,
factors and leadership styles; and concludes with a list of leadership qualities that
according to him help determine roles people can be assigned to, based on their
profiles (Wang et al., 2016:3231-3239).
After the exposure of a few business scandals and the unveiling of irresponsible
leaders, Nicola M. Pless in her research “Understanding Responsible Leadership:
Role Identity and Motivational Drivers, 2007” tries to find the prototypes of a
responsible leader. The author does this by analysing the biography of Anita
Roddick, a responsible leader. The key learnings from the biography were that “a
responsible leader is driven by a values-based vision of the future”. Other
findings include that a responsible leader “make fundamental decisions with a
long-term effect on people, environment and future of the organization”. A
responsible leader should act as “an active citizen” (Siahaan et al., 2016:255-
261).
Furthermore, Nicola M. Pless states that the leader should have ethics and desire to
serve others. They should be close to the stakeholders and maintain good relations
with them. A responsible leader is developed over time; they have “values rooted in
them that are reinforced and further developed by life experience. Another very
important prerequisite to become a leader are ability and willingness to learn.
According to (SHRM, 2016) Abass, Qaisar and Sara Yaqoob in “Effect of Leadership
Development on Employee Performance in Pakistan, 2009” carried out a research to
prove whether or not leadership skills and traits have an effect on employee
performance in Pakistan. Leadership theories have been an integral part of the field
of business/management research since the proliferation of trait theories (Wang et
al., 2016:3231-3239). Geert Hofstede in his article ‘Motivation Leadership and
Organization- Do American Theories Apply Abroad’ underscores the importance and
reality of cultural conditioning and how it provides employees and leaders ‘cultural
lenses’ to view the world from. Abass and Yaqoob build on the theory of cultural
conditioning to study how much of an impact leadership variable have on employee
performance in the context of Pakistan. The factors of leadership they examine
include coaching, training and development, empowerment, participation and
delegation. The purpose was to find a correlation between leadership development
and worker performance, using an exploratory style research which would help
determine what percentage of employee performance is directly influenced by the
organization leader. (Yang, Lee and Cheng, 2016:275-288) state that their findings
show a staggering 50% positive correlation, with the remaining 50% being influenced
by attitude, commitment, motivational factors, and trust in the organization, and other
factors such as compensation, reward and bonuses etc. According to their finding for
example training and development as part of leadership development had the
greatest impact among all the variables of leadership.

Theories of Motivation

The study of employee motivation has got a long history. It is one of the most
examined areas in the business world. Many renowned theorists have developed
different theories of motivation which are still popular in the current world. Theories
developed by Maslow, Hertzberg, McGregor and Vroom are very important in the
research and understanding of motivation.
In the research of human motivation, Maslow’s Hierarchy of Human Needs is one of
the most important and popular theory (Ramana and Balaji 2015). This theory
explains that a human being has five levels of needs: physiological, social, safety,
self-esteem and self-actualization needs. According to Rahayuningsih (2019:2088-
3129), this theory suggests that a person moves to a higher level of need only when
lower level needs in the hierarchy have been met. Cross, (2017) states that people
who are on minimum wages, money is a far more an important issue to survive
rather than a motivator. Cross further explains that motivation comes from insight
while money can influence an individual’s external behaviour. In the light of Maslow’s
need hierarchy, McGregor developed a theory where he divided the employees in
two categories and named them Theory X and Theory Y. Employees in the first
category will work hard if there is substantial reward. On the other hand, employees
in Theory Y are more self-driven. They are always looking for new ideas to work on
(Geier, 2016:234-247). The theory developed by McGregor suggests that different
level of employees needs to be managed in different ways.

Herzberg’s research during 1950’s and 1960’s produced another remarkable idea in
the studies of employee motivation. Herzberg found that employees are motivated by
factors which are totally different from the factors that de-motivate them (Lecturer,
2018:148-155). Herzberg categorized employee motivation in to two categories:
motivators and hygiene. Hygiene factors are extrinsic factors such as money,
policies, work environment which may create dissatisfaction among employees if
they are not adequately addressed.
On the other hand, motivators include intrinsic factors like challenge, responsibility
and creativity. Herzberg suggests that if an intrinsic factor meets the need of an
employee’s need for esteem and achievement, it can motivate an employee to work
harder (Navalkar, 2016:30-38).

According to Khuong and Hoang (2015:210-217), Expectancy theory developed by

Vroom, in 1964, was specifically designed for workplaces. This theory was
developed to examine whether employees are intrinsically motivated or not
motivated. According to this theory, an employee will work hard in a particular
direction when he sees an opportunity to achieve his goals. This theory advocates
that an employee will choose to work hard towards something that will result in a
desired outcome such as salary increase or a promotion. An employee will actively
choose the action to perform from different alternatives that will result in a more
valuable outcome (Kumar et al., 2015 :1776-1786).

Current situation
Following are the two recent theories of motivation which are CPT and TMT.

- Cumulative Prospect Theory (CPT)

CPT, developed by Tversky and Kahneman in 1992 is very close to traditional
expectancy theory which examines how value is drawn (Chao, 2017:143-158). It is
crucial in the understating of motivation. If the value system of employees is
understood that it will become a lot easier to understand their motivational needs.
This theory is often related to decision making as managers make decisions as to
how to motivate employees. According to this theory, employee values are
determined by their status quo and losses or gains are important to them. Therefore,
managers should weight the values incrementally.

- Temporal Motivation Theory (TMT)

TMT is the latest development in the study of motivation. It was developed by Piers
Steel and Cornelius J. Konig in 2006 and they published an article in the Academy of
Management Review. The main goal of developing TMT was to integrate the
different theories of motivation and develop a common theory for the academics and
businesses.
According to Steel and Weinhardt, (2018) The early theories of motivation were
different as they were developed from different point of views. For example,
Maslow’s need theory advocated that people have five different categories of needs
whereas expectancy theory discusses about the intrinsic and extrinsic motivation of
employees. TMT wants to develop a common platform for motivational research.
TMT was built on CPT, expectancy theory, need theory and economics. This theory
is still under development and requires further research. However, this theory
discusses different dimensions of motivation which are (Steel, et al, 2018):
- Communication and collaboration
- Expectancy and value
-Need for achievement
- Sensitivity
- Rewards and incentives
- Efficient response to multifaceted motivational problems

None of the current theories deals with all the above. Therefore, TMT, if developed
fully, can be the answer to address the subject matter of motivation. Most of the
research that is carried today is based on those old theories and therefore, they have
not lost their relevance. Johns (2018:21-146), suggests that attracting and
encouraging people to move on the right track, even with some hindrance can be
achieved “by appealing to basic but often untapped human needs, values, and
emotions”. However, it can be a critical task as Kanfer and Chen (2016:6-7) they
suggest that every employee wants to be in control of their own motivation and
fostering such an environment would be a great challenge for today’s leaders. It
means that it is very crucial for managers to acknowledge that every employee is a
different person and reliance on a set of external incentives many not work to
motivate them to work at their best. It works as a big barrier for leaders to learn what
really motivates the employees and ensure a fit with the organization.
There is further argument for the conception that people are motivated more when
they are intrinsically motivated. Pearl and Mackenzie (2018) they support the theory
of Maslow’s higher needs as they suggest that when employees have a meaning of
what they do give them a strong sense of purpose, direction, choice, competence
and progress. It is very important to acknowledge an employee’s time and energy
that he has spent towards something to motivate him. According to Aguinis (2019:7),
employees will lose their commitment if they think that they will not be successful in
what they are doing, and it will cause a rapid decrease in motivation.
From the above literature discussion, it can be determined that identifying factors
that can motivate employees in the workplace is a critical task. Studying the early
theories of motivation is crucial to today’s knowledge and research on motivation as
they provide a solid basis on the subject matter. All these theories suggest that every
human being is different and has developed ideas to motivate them. However, all of
them are different and is not appropriate for all organizations. Therefore, the study of
motivation has been a key area for leaders.

Leadership and Motivation

Developing an understanding of the impact leadership can make on employees’
motivation is important (Kumar et al., 2015 :1776-1786). In the past, the mission of
leader in relation to employee’s motivation has not been clear and leaders frequently
undermined the importance of developing effective relationship with stakeholders
including the employees.
Leaders also must recognize that what motivates “X” is different than what motivates
“Y”. Broder maintains that leaders should implement different strategies that are
customized to individuals. For example, some employees simply motivated by the
job security, others by clear company policies, power, recognition, compensation, on
the other side, there is a category of employees who are intrinsically motivated who
are just enjoying what they do.
Anyone that is in a leadership role should understand how employees are motivated,
and what they can do as a leader to keep them motivated. The word is often defined
as "getting someone moving." Theory breaks down these forces into both internal or
intrinsic motivation, as well as external or extrinsic motivation.
Motivation Theory
When someone gets motivated, or tries to get someone else moving, they are
developing the incentives or conditions they believe will help move a person to a
desired behaviour. Whether it is intrinsic or extrinsic, most individuals are moved by
their beliefs, values, personal interests, and even fear. One of the more difficult
challenges for a leader is to learn how to effectively motivate those working for them.
This is difficult to master because what triggers this action can be so personal.
A misconception held by inexperienced leaders is the same factors that motivate one
employee, or the leader themselves, will have the same effect on others too. In fact,
nothing could be further from the truth (Bohan 2019).

Intrinsic or Self-Motivation
Fundamentally, all motivation comes from within. So, the most common concepts
involve self, internal, or intrinsic motivation. All these terms are used
interchangeably to describe the same forces that come from within a person.
While it is certainly recognized that external factors can influence behaviour too, in
this area, external factors play a secondary role. For external forces to be effective
in motivating someone, they must be in harmony with one of their intrinsic factors
too.
In fact, several theorists such as Combs 1982, or Purkey and Stanley 1991, maintain
there is only a single kind of intrinsic motivation. This is described as engaging in
activities that enhance or maintain a person's self-image or concept of oneself
leadership and motivation
Other theorists such as Malone and Lepper 1987 define self-motivation in broader
and perhaps more useful terms. Malone and Lepper believe this are simply what
people will do without external influence. Said another way, intrinsically motivating
activities are those in which people will partake in for no reward other than the
enjoyment these activities bring them (Brockmann, Enrich and Antony, 2016:436-
455).
Malone and Lepper have integrated a large amount of research into a summary of
seven ways the leadership of organizations can design environments that are self
motivating.

Challenges
Individuals are motivated when they are working towards personally meaningful
goals. Attainment of those goals must require activity that is increasingly difficult, but
attainable. In other words, people like to be challenged, but they must feel their
goals are achievable to stay motivated. This can be accomplished by:
-Establishing goals that are personally meaningful
-Making those goals possible
-Providing feedback on performance
-Aligning goals with the individual's self esteem
-Curiosity
This concept talks about providing something in the individual's environment that
arouses their curiosity. This can be accomplished by presenting the individual with
something that connects their present knowledge or skills with a more desirable level
- if the person were to engage in a certain activity. To motivate someone through
curiosity, the environment must stimulate their interest to learn more.

Control
Most people like to feel they are in control of their destiny. They want to feel in
control of what happens to them. To stay motivated, individuals must understand the
cause and effect relationship between an action they will take and the result.
Leaders can use this information in the following ways:
Making the cause and effect relationship clear by establishing a goal and its reward.
Allowing individuals to believe the work they do makes a difference.
Allowing individuals to choose what they want to learn, and how to go about learning
it.

Fantasy
Another intrinsically motivating factor is fantasy. That is, individuals can use mental
images of things and / or situations that are not actually present to motivate
themselves. It's possible to foster this in others by helping individuals imagine
themselves in situations believed to be motivating. For example, if someone is highly
inspired by the thought of being in control, then talk to them about a future point in
time when they might oversee a large and important business operation.

Competition

Individuals can also be motivated by competition. That is because individuals gain a

certain amount of satisfaction by comparing their performance to that of others. This
type of competition can occur naturally as well as artificially. When using competition
to foster motivation, keep in mind the following:
-Competition is more appealing to some than others.
-Losing in a competition de-motivates more than winning motivates.
-Competitive spirits can sometimes reduce the likelihood of a co-worker being helpful
to competitors.
-Cooperation

Cooperating with others can be very motivating. Most individuals feel quite satisfied
when helping others achieve their goals. As was the case with competition, this can
occur naturally or artificially. When using cooperation, keep in mind:
Cooperation is more important to some individuals than others.
Cooperation is a valuable skill that can be used in many different situations.
Interpersonal skills are important for cooperation.

Recognition
Finally, individuals are oftentimes motivated through recognition. When their
accomplishments are recognized by others, they feel encouraged. It is important for
a leader to make sure that recognition is distinguished from competition. With
recognition it is important to avoid comparing one worker's achievements to those of
others, as might occur with a competition.

Extrinsic or External Motivation

As I previously mentioned, extrinsic or external motivation is the term used to
describe outside factors that stimulate someone's internal drive. The concept of
externally motivating someone is not at odds with the fact this drive comes from
within. The point here is that it is possible to provide others with situations, or an
external environment, that fosters this feeling.

-Employee Motivation
Some of the most effective ways for managers and leaders to motivate their staff
includes recognition, providing positive performance feedback, and by challenging
employees to learn new things. New managers often make the mistake of
introducing de-motivating factors into the workplace such as punishment for
mistakes, or frequent criticisms.
When followers feel they are being supported, and they have the ability to remain in
control of their workplace, they stay motivated. Leaders can foster this feeling by
allowing employees to take on added responsibility and accountability for making
decisions.
It's important to keep in mind that motivation is individual, and the degree of success
achieved through one single strategy will not be the most effective way to move all
employees. The most effective way to determine what triggers this feeling in others
is through carefully planned trial and error (Lambert 2018).

-Figuring Out What Motivates Others

Talk to employees about what they value. This will provide insights into which of the
seven factors mentioned above might be high on their list.
Test a factor on an employee. For example, if it seems that recognition might be
effective, then try using that factor.
Check in with employees about their feelings. It's always a good idea to get
feedback from employees. Make sure their reaction to each factor is what's desired.
Be on the lookout for signs of de-motivation. It's important to make sure something
isn't being introduced into the work environment that is being counter-productive to
the goal (Van de Kolk 2016)

Leadership
Leadership is the character which every organisation wants to see in their staff and
the person who is self-motivated and who can motivate the team members become
a good manager. Leadership is nothing but inspiring the team leader is the one who
does it, inspiration is nothing but motivation. So, leadership and motivation are a
chemistry which can take any difficult task to success. The leadership and motivation
chemistry is mostly helpful in management sector whether it is in business or in the
team; every individual posse’s leadership but the one who practices on the go
become a perfect leader (Keyser, 2015).
The main aspect a leader consists is a vision for the certain purpose. When a task or
project is taken over by a company the company searches for a leader who possess
knowledge on the project and vision how to develop the project, make use of
colleagues and give the organisation a profit on it. A leader tends to influence the
task to be continued and change to be taken place to make the organisation
profitable.
There are several theories on leadership by great leaders some of them say that
“leadership is an action not a position or person”. These theories help to prepare a
perfect leader, all these theories are proposed and practiced by great leaders and
managers, but latest management considers a leader who follows his role.

Leadership theories:
Considering leadership reveals school of thought giving different leadership theories
such as Great Man theory, trait theory, behaviourist theory, situational leadership
theory, contingency theory, transactional theory and transformational theory.

Great man theory is the one proposed before twentieth century where it says that
leaders are born with the talent and leader should be a man that lead to the next
theory trait theory.
-Trait theory:
The trait theory rose from the concepts of the ‘Great Man ‘approach. This theory
leads to identify the important characteristics of a successful leader (Hall 2016:63-
74). The people who got the characters as defined by the traits approach are
isolated or shortlisted and those are recruited as leaders. This type of approach was
mostly implemented in military and still used in some of the area.
According to the trait theory the person who got the following skills is said to be a
trait.
-Ambitious and success oriented
-Adaptable to all kinds of situations
-Co-operative to all the members in the organization
-Highly active or energetic
-Dominative
-Good decision-making ability
-Self-confident
-Adaptable to stress conditions and
-Dependable.
These are the characters which make a person trait and they should possese some
skills which are
-Skills
-Intelligent
-Skilled conceptually
-Creative
-Fluent in speaking
-Tactful
-Self-motivated and self-belief
-Skilled socially
When these kinds of skills and characters are identified in the person, the person is
recruited in the team.
-Behavioural theory:
According to (Brockmann et al, 2016:436-455) the trait study does not give any
conclusive results and it was hard to measure some more critical issues such as
honesty, integrity and loyalty. This leaded the attention to be diverted on to the
behaviour theories. The behaviour theory focuses on human relationship and
success performance as well. According to behavioural theory the manager believes
that the working environment should be like an entertainment place where the
expenditure of mental and physical efforts is treated to be play and rest. The idea of
manager is an average person not only learns to accept but also seek responsibility.
The people will automatically learn to exercise self-control and self-direction to
achieve the goal or target. The organizational problems can become imaginative and
creative (Gerhart and Fang 2015:489-521)

-Contingency theory model:

This theory illustrates that there are many ways for the manager to lead the team to
get best outcome. According to the situation the manager can find a best way to get
the best outcome.
Fiedler worked on contingency theory according to that he looked for three situations
which define the condition of a managerial task.
-Leader and team member relationship
-Work structure or project structure
-Position and power
According to Larson ( 2017) the manager should maintain relation with their team
members to get along and create confidence and make them feel free to think about
the task and give their ideas to help the task to be finished. Project structure is the
job highly structured or unstructured or in between. The power shows how much
authority a manager does possess. This theory rates the manager whether the
manger is relationship oriented or task oriented. The task-oriented managers get
success in such situations where there is good leader and team member relationship
and structured projects, or tasks does not matter whether the position power is weak
or strong. And get success when the project is unstructured and does have any sort
of good vision by having a strong power and position. The variables which affect the
task such as environmental variables are combined in a heavy some and
differentiated as favourable and unfavourable situations. The task-oriented
management style depends on the favourable and unfavourable environment
variables, but the relationship management style stays in the middle by managing or
changing the variables to accumulate with their style.
Both styles of managements got their sides to be good when all the performance and
team work well in the tasks. There is no good or bad management in these two
managements. Task motivated management style leaders do best when the team
performs well and they are good in achieving good sales record and performance
better than their competitor whereas the relationship oriented leaders are helpful to
gain positive customer service and build a positive image to the organisation ( Kruis,
Spekle and Widener , 2016:27-44).

Leadership Styles

There are many leadership styles such as authoritarian, paternalistic, democratic,

laissez-faire, transactional and transformational (Keyser, 2015). In order to narrow
down the research I will discuss only transactional and transformational styles
According to Lambert (2018), Transformational leadership “is a relationship of mutual
simulation and elevation that converts the followers into leaders and may convert
leaders into moral agents”.
Transformational leadership is communicating with the leaders and the team
members to take them to higher level something like a leader can become a moral
agent and the follower can become a leader.
Transactional leadership technique builds the person to finish the certain task such
as job done for the time being.
Some of the differences between transactional and transformational leadership are
Transactional style of leadership builds a man to complete a certain task whereas
transformational styles builds a member to become a leader.
This focuses on task completion and tactical style of management whereas
transformational leadership focus on strategies and missions (Keyser, 2015).

Leadership and Decision-Making Styles

Bohan (2019) he discussed variety of ways through which leaders can make
decision. He maintained that leaders could expand or limit the participation of
employees in the decision-making process. These procedures as follows:
Autocratic Decision: in this case, employees have no say at all, and the leader or
manager is having full influence over the decision.
Consultation: leader makes the decision but after taking other employees’ opinion.
Joint Decision: leader has equal influence over decision just same other
employees. Delegation: the authority of decision-making is given to other
employees by the leader.
When leaders engage their employees in making the decision it is more likely that
the decision will enhance the quality of the decision, make it easily accepted,
enhance employee’s satisfaction and foster development of employee’s skills
(Tavana 2019:1741-5189).

Power of Motivation
According to Bedford and Spekle (2018:23-58) the power of motivation cannot be
overemphasized. Motivation has the power to energize people not only by pushing
them towards the right direction but by meeting their basic human needs of self-
esteem, belonging, recognition, feeling of self-directedness and the ability to live
one’s ideals. Motivation has been found to be correlated with employee’s
productivity. Bedford and Spekle in their article they explain the different styles of
leadership and how they affect employee’s motivation.
According to Groen, Wouters and Wilderom, (2017:51-66), managers who follow
Autocratic leadership styles (make decisions by themselves without consulting
employees) can be beneficial decision speed matters and when managers are
knowledgeable and this by turn makes employees more comfortable and motivated
with this type of leadership. The other style discussed by Groen is the Democratic
style of leadership and its influence on employee’s motivation. In this approach,
employees are part of decision-making process and by that they feel included and
their opinions are valued (Groen at al, 2017:51-66). The third style is the Quit
leadership when the manager almost delegates most if not all his/her duties to the
staff who are highly qualified and by that, they are empowered to make their own
success. The last style discussed by Groen is the Transformational style where a
leader or a manager brings a vision of the future and set clear plan of achieving this
vision.
RESEARCH METHODOLOGY
This research is about examining the causal relationship between leadership and
motivation. The nature of the research effectively makes it an explanatory research.
As the researcher I must work with the members of the organization, it will be an
inductive study. The research strategy I pursued makes it an action research which
is particularly important because I must communicate and collaborate with the
chosen organization KFC. I will collect data using qualitative and quantitative
methods such as focus groups and survey questionnaires. While collecting data, the
researcher will communicate with the participants and observe them to gather more
information to develop an outcome on the research subject matter. Therefore, action
research was a more suitable strategy. The data will be collected by floating
questionnaires. The questionnaires used for this research have been used by
previous scholars which ensure the authenticity of the questionnaires. Two
questionnaires are designed for my research. The first questionnaire will be for the
leaders of the organization and will measure the independent variables like
Leadership Style, Leader Skills, Leader Motivation and Leader Gender. The other
questionnaire will be for the employees of the organization and will be used to
measure the dependent variable which is Employee Motivation. Data will be
collected from 10 employees per leader and average will be taken to evaluate the
overall motivation of the employees. The data collected through the questionnaires is
then coded and standardized. To test the significance and relationship between the
different variables, multi variable linear regression will be used

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