Nowadays within organizational contexts the element of diversity is becoming

increasingly critical and present. In many cases diversity is related to the

cultural dimension because of:

- socio-demographic and political changes that distinguish the modern

era;
- the progressive internationalization of work due to global production and
consumption.
However, while “globalization has made the world seem smaller and “flat” in many ways ( Friedman,
2005), increasing cultural diversity creates challenges for individuals and organizations (making the
world “not so flat” after all). One of the most frequent mistakes of our thinking and acting is non-
recognition of diversity, assuming a tendency to judge behaviors and situations through our own
perspective, considering it to be universally shared (ethnocentrism). Most of the time we do not pay
specific attention to the bond between the culture we are surrounded by and our own values,
certainties, opinions. Culture is everything concerning our “way of living.” We come into the world and
grow up immersed in a specific culture that we assimilate unconsciously every day. “Cultural Intelligence
(CQ), defined as an individual’s capability to function and manage effectively in culturally diverse
settings, is consistent with Schmidt and Hunter’s (2000, p. 3) definition of general intelligence
as ‘the ability to grasp and reason correctly with abstractions (concepts) and solve problem’s” ( Ang et
al., 2007, p. 337).

The Cultural Intelligence Scale (CQS): A Contribution to the Italian Validation

Caterina Gozzoli and Diletta Gazzaroli(2018). The Cultural Intelligence Scale (CQS): A Contribution to the
Italian Validation. https://doi.org/10.3389/fpsyg.2018.01183

Soon Ang Linn Van Dyne Christine Koh K. Yee Ng Klaus J. Templer Cheryl Tay N. Anand Chandrasekar
(2007). Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making,
Cultural Adaptation, and Task Performance

Linking culture to behavior in organizations is one of the distinctive features of the field of international
management (see Devinney, Pedersen, & Tihanyi, 2010), and the importance of understanding the
effect of cultural differences on management behavior has never been greater. As organizations
increasingly face a knowledge-based competitive environment (Doz, Santos, & Williamson, 2001), the
human aspect of management becomes ever more important. And, as the forces of globalization and
migration patterns influence the world of work, the need to interact effectively with individuals who are
culturally different, either face-to-face or through electronic media, is critical. Therefore the ability to
assess variation in the capability of individuals to function across cultural contexts and with culturally
different others is fundamental to furthering our understanding of the influence of culture on business
operations.

David C. Thomas1, Yuan Liao2, Zeynep Aycan3, Jean-Luc Cerdin4, Andre A. Pekerti5, Elizabeth C.
Ravlin6, Günter K. Stahl(2015). Cultura lintelligence: A theory-based, short form measure

In today’s changing world, a company has to decide on making modifications from time to time
for improving performance, seize opportunities or address key issues. This changing process has
a great impact on the whole company or solely a single department due to required changes in
processes, job roles, organizational structures as well as types and uses of technology.
A changing process can be a big challenge for the employees of the company, especially when
its impacts extent wider than assumed or when modification affects their whole working process.
Furthermore, if the employees are not motivated enough to manage such a changing process, it
will take more time than the supervisors have expected. This situation costs time and money, and
can therefore be critical for the future of the company. If team leaders cannot motivate their
team in this critical part, then it may result in a worsened work performance of employees. The
employees do not work as well as before, because they are dissatisfied and demotivated by this
situation. The quality of employees’ productivity and retention are also influenced by their
motivation. As result of demotivation, the work performance decreases and the error potential
increases, which could lead to more customer complaints and decline in sales.
One can say that motivation has a great impact on how well the employees work. In a changing
situation, the workers have to find themselves for example in a new working process or a new
team. Motivation is needed to learn all of these new areas and to hold the worker’s productivity
more or less constant.
Motivation will come off badly in changing situations. Often, supervisors face the challenge of
motivating their employees within a changing process. But, motivation is an important aspect for
doing something and can help to manage the change better and more effectively. Therefore,
motivation can support to avoid bad situation for the company.
An organization’s culture defines all common values, standards and attitudes, which influence
the decisions, activities and behaviours of the employees. Therefore, culture is a social
phenomenon, that is functional, learnable and convertible. (Senior & Swailes 2010, 128-130.)
A long-established team has anchored the organization’s culture deep in their daily work and
behaviour, such as shared common values, habits and behaviour patterns. It is much heavier to
motivate them to change their routine and behaviour in their work, than it is with new entrants,
who have not already anchored the culture that deep. Especially, as culture is difficult to explain
and not written down, so that the team leader cannot change it easily. The traditional way of
thinking and doing things is difficult to change and needs a lot of motivation and a huge amount
of time is required to implement a new way of working.
This overview about the organizational culture is helpful for the following chapters. Motivation
is a part of human behaviour and thus a part of organizational culture as well. The knowledge of
how a long-established team is defined helps to understand why team members avoid uncertain
situations and act cautiously in terms of changes.
Melanie Eva Höhener (2017). Motivation during the changing process
Effective leadership skills can help leaders to gain the trust of employees, making other tasks easier to
operate because the employees trust their leaders. This could make other parts of business
management easier too, such as shaping the culture in an organization. A positive organizational culture
can bring lots of benefit to the organization, as the positive culture can encourage and motivate the
employees in the organization to learn, communicate and work with each other. A good culture in the
organization not only provides a good working environment for their employees, but also gives a sense
of belonging to the employees and increases the commitment of employees to continue working in the
organization. Innovative ideas will be produced when leadership motivates the employees to
communicate with each other and share their thoughts with each other. Leadership skills also enable
the leaders to lead their employees into the correct direction, in accordance to the organization vision
and mission. When an organization’s leader leads the employees in the correct direction and motivates
them to continuously improve and innovate, the organization’s performance will surely increase and be
able to sustain the organization in the current complex business environment. Hence, effective
leadership is the main factor that brings change to the organization, if there is no leadership in the
organization there will be no chance at all (Atkinson, 2015).

Moo Jun Hao & Rashad Yazdanifard (2015). How Effective Leadership can Facilitate Change in
Organizations through Improvement and Innovation

Leadership, or behavior intended to influence others, is a behaviorally-oriented process whose success

depends, in part, on employees’ motivation to engage in leadership. Chan and Drasgow (2001)
developed a theoretical framework of leader development that explains the leader development
process and how it influences leader effectiveness. Central to the theory of leader development is an
employee’s motivation to lead (MTL). MTL is defined as employees’ motivation to assume leadership-
relevant roles, responsibilities and training (Chan & Drasgow, 2001). According to Chan and Drasgow’s
(2001) theoretical framework, employees’ individual characteristics influence their motivation to lead.
Employees who are motivated to lead attain leadership effectiveness through improving their leadership
skills and increasing personal resources. In essence, their overall capacity for leadership develops as a
function of experiential learning (i.e., participating in leadership roles) and social learning (i.e., acquiring
social knowledge and skills for leading and leadership). Although this theoretical framework is
appealing, several theoretical gaps exist that limit its contribution to the leader development literature.

Todd J. Maurer Chad A. Hartnell Michael Lippstreu (2017).A model of leadership motivations, error
management culture, leadership capacity, and career success

In recent years, managers have been facing increasing pressure and volume of work demands from their
employers due to constantly changing internal and external factors. Their job requirements have
intensified; especially regarding the variability and scope of activities demanded from their employers.
Personality characteristics can determine professional success to a certain extent, which is why the
present research study is aimed at the selfconcept as a personality centre and also at its basic relational
frame. The way an individual perceives themselves determines every aspects of their lives, and the
manager´s profession is no to exception to this rule. While there are various daily managerial activities,
we have aimed our research at the concrete leadership style used at work. The relationship between
self-concept and leadership style was confirmed by Whitney (1990). Although his research sample was
made up of lecturers, rather than managers, they do reflect some leadership and group managerial
characteristics. Referring to self-concept as a personality attitude (Greenwald, Pratkanis, 1984, Blatný,
2003), we then reconsider certain aspects that are typical of it. In the latest research done by Ahn et al.
(2016) in South Korea, a manager´s self-concept centre core was found, relating to emotional aspects or
factors, i.e. their self-esteem, is related to a so called ‘ethical leadership’. Besides this, we think a
successful manager should also have a certain level of self-efficacy reflecting demanding tasks, situations
and problems. We think self-efficacy should be another

Človek a spoločnosť, 2017, Vol. 20, No. 1, pp. 36-44. A Manager ´s self-concept in the context of their
leadership style within McGregor´s theory aspect of self-concept related to the manager´s leadership
philosophy. That is why we can reflect on McCormick et al. (2002), where they claim that self-efficacy is
an essential element of leadership. Wood and Bandura (1989) have already proved in research that self-
efficacy perception determines a manager’s performance regarding problem-solving, their behaviour
towards their employees and their decision making. Arising from these facts we can assume that a
manager´s self-concept can be a very important and valuable source for determining performance.
Currently, there is a certain invitational leadership model based on the self-concept theory. It might
improve the organizational success according to some authors (e.g., Purkey, Stanley, 2006), and is
becoming more established in educational practice.

ĎURICOVÁ, Lenka – ŠUGEREKOVÁ, Terézia. A Manager ´s self-concept in the context

of their leadership style within McGregor´s theory. Človek a spoločnosť, 2017, roč. 20, č. 1,
s. 3644.

The greatest responsibility for leaders of organisations is that they guarantee its continuity. There is no

danger more avoidable yet at the same time more killing for continuity, then an unmotivated

workforce.

House, Hanges, Javidan, Dorfman and Gupta (2004), claim that motivation is a key component of

leadership. They state that leadership is, amongst others, the ability to motivate others to contribute

toward the effectiveness and success of the groups of which they are members (House et al., 2004).

Without being able to motivate followers, it is unlikely that leaders of an organization can be

successful (Schaffer, 2008). Unmotivated employees are likely to spend little effort in their jobs, exit

the organization as given the opportunity, avoid the workplace as much as possible and produce low

quality work (Amabile, 1993).

Locke (1978), states that goal-setting is a good example of how management can help to motivate

employees and improve their performance. He goes on to state that there are many more motivational

elements which managers can influence (Locke, 1978). Leaders should therefore never allow a

situation of unmotivated personnel to persist. Instead, leaders should search to identify its causes and

then address these causes in order to create and sustain an active, highly motivated workforce. The

manner, in which this can best be approached, is the main subject of this thesis.

This thesis will provide a comprehensive view on the concepts of both leadership and motivation. It

will then provide insight in the relationship between these two concepts. The intention is to define the

main aspects that make up the concept of leadership and then show how these different leadership

aspects may be exerted in order to influence the many aspects that define an employees’ intrinsic and

extrinsic motivation.

Fleur Kappen (2010). Leadership and motivation. How leadership-styles contribute to employees’
intrinsic and extrinsic motivation

Every organisation, like every team requires leadership. Leadership allows managers to affect employee
behaviour in the

organisation. Thus, motivated employees are one of the most important results of effective leadership.
According to

(Abbas & Asgar 2010:9), successful managers are also successful leaders because they influence
employees to help

accomplish organisational goals. Achieving organisational goals, however, is not enough to keep
employees motivated

but helping employees accomplish their own personal and career goals is an important part of their
motivation.

Leadership and motivation are interactive. Leadership effectiveness is critically contingent on, and often
defined in terms

of leaders’ ability to motivate followers toward collective goals or a collective mission or vision (Shamir,
Zakay, Breinin, &

Popper 1998:390). The more motivated the supporters, the more effective the leader; the more
effective the leader, the

more motivated the followers.

Leadership is a ‘’social influence process that is necessary for the attainment of societal and
organisational goals;

it is both conspicuous in its absence and mysterious in its presence – familiar and yet hard to’’ (Faeth
2010:2). Leaders

understand that they have power and that they understand the source of their power: their position;
their ability to reward

and to coerce; their expertise; and their personal appeal and charisma. They influence their followers’
behaviour through

communication, group dynamics, training, rewards and discipline. There are many types of leadership
styles, namely:

transformational, situational, autocratic, visionary and charismatic leadership.

Motivation is the driving force in pursuing and satisfying one's needs (Kontodimopoulos, Paleologou &
Niakas 2009). It is

anything that affects behaviour in pursuing a certain outcome. Motivation is also defined as the process
that accounts for

an individual‘s passion, direction, and persistence of effort toward attaining a goal, meaning the result of
the interaction

between an individual and a situation (Robbins, Judge, Odendaal & Roodt 2009). Motivation focuses on
and includes the

processes that guide the general strength and direction of a person’s action over time. This duration is of
great important

because although motivated behaviour takes place only in the present, its direction is toward the future
(Bernard, Mills,

Swenson & Walsh 2005).

Motivation is a fundamental instrument for regulating the work behaviour of employees (Olusola 2011).
The

motivation to work, whether intrinsic or extrinsic, is critical in the lives of employees because it forms
the essential reason

for working in life (Ololube 2006). Intrinsic motivation is regulated by personal enjoyment, interest or
pleasure (Lai 2011)

and it involves the performance of an activity for the inherent satisfaction of an activity. Extrinsic
motivation refers to doing something because it is inherently stimulating or enjoyable (Ryan & Deci
2000).

The success of every organisation depends on its employees’ drive to thrive through their efforts,
commitment,
engagement, practice and persistence. Thus, motivation is an important topic because leadership
competencies include

the ability to motivate employees (Lussier 2013) as one of the crucial duties or jobs. Leadership begins
with the initial

effort made to recruit a new employee; proceeds through the entire induction process; and continues
every day until the

employee departs the organisation. This process is cultivated by a manager/leader, motivating new
employees and it

highlights, once again, the importance of leadership to an organisation.

The quality of a manager’s relationship with an employee is the most powerful element of employee
motivation. It

creates a professional, positive and respectful attitude and employees are more likely to adopt a similar
approach with

their peers and enjoy work. It is clear that the management and leadership styles that are adopted by a
business and its

management will have a determining effect on the motivation level, the morale and the job satisfaction
of the employees.

Nevertheless, the relationship between the management style that is used within the business and the
level of motivation

within the workforce is a subject of much debate within industry. In many circles, there is continuous
debate about

whether leaders are born or developed. Reflecting on the discussions about motivation, it is evident that
humans are very

complicated and are made up of a number of traits. With motivation, these influences are both
inherited and acquired

from our environment and influences (Gary 1996). It is in this regard that the study seeks to establish
the role of

leadership on employee motivation.

The Role of Leadership in

Employee Motivation
Idah Naile
The Role of Leadership in
Employee Motivation
Idah Naile
Idah Naile Jacob M Selesho The Role of Leadership in Employee Motivation
Doi:10.5901/mjss.2014.v5n3p175

Relationship between Dynamic Leadership and Organizational Culture

In the currently competitive and rapidly changing environment, healthcare organizations are concerned with
choosing their leadership styles. Healthcare systems are made up of different professional groups, specialties
and departments, along with intricate, non-linear interactions between them. Interactions in a healthcare
organization are complex in nature. Therefore, leadership in a healthcare organization has to capitalize on the
organizational diversity, along with using resources optimally while working towards achieving the common
goals. In a healthcare organization, there are different leadership approaches that can be adopted to operate in
this complex environment. The dynamics of organizational culture in terms of leadership is an important
element that can be used by a leader to grow a dynamic culture. In a healthcare organization, leadership
initiates the process of culture formation by imposing expectations and assumptions on people in the
organization. According to Schein, shared assumptions are embedded and integrated into the dynamic of the
organizational culture and are managed effectively (Schneider & Somers, 2006). A dynamic leader achieves
success by consistently sending clear signals about his or her priorities, values and beliefs in the business
environment. Once employees in a healthcare organization accept the culture, it becomes a strong and
dynamic tool to communicate the organizations’ values and beliefs, especially to new members. The success of
a leader will depend largely on the understanding and knowledge of the dynamics of organizational culture. A
leader who understands the dynamics of the organizational culture will be able to predict the outcomes of
decisions to prevent anticipated consequences (Madu, 2012).

Relationship between Organizational Culture Dynamic and Team Motivation

Motivation is a major force that helps allocate the efforts associated with generating and implementing ideas
that are innovative and crucial for organizational success. In a healthcare organization, culture has competing
variables. The conflicting needs of families, institutions, providers and regulators, will create inconsistencies. The
dynamics of organizational culture are important in a healthcare organization as they maximize a high-
performance culture that motivates teams to perform effectively (Dulaimi & Hartmann, 2006). In addition,
motivation levels improve by maximizing potential, play and purpose among teams. The dynamics of
organizational culture are the operating system of an organization. Leaders are the most important part of the
organization, as they help to build and maintain a culture that drives employee performance, motivates
innovative improvements along with new solutions that encourage teams to be innovative. Further, a dynamic
organizational culture fosters communication, immediate feedback, the flow of implicit knowledge and
initiation of innovative projects. The use of an effective reward and incentive system enhances team motivation
(Dulaimi & Hartmann, 2006).

The Effects of Leadership Styles on Team

Motivation
Dana Al Rahbi, Khalizani Khalid, Mehmood Khan,(2017)