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Leadership Effectiveness , Workplace Stress and

Work Motivation among Permanent and Temporary
Employees of Automobile Sector.

Submitted by

Varun Mahesh Lohar

(M.A. Part II Industrial Psychology)

Under the Guidance of

Asst. Prof. Hemangi Patode,

Department of Psychology

SIR PARASHURAMBHAU COLLEGE (Autonomous)

SAVITRIBAI PHULE PUNEUNIVERSITY

2023-2024

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 CERTIFICATE

This is to certify that this is an outcome of the research done by Varun M Lohar , under supervision
of Asst. Prof. Hemangi Patode . I also certify that she has made this study entitled “Leadership
Effectiveness , Workplace Stress and Work Motivation on Permanent and Temporary Employees
of automobile sector ” on the basis of the relevant source material and the actual field work that
he carried out. Whatever evaluations are made, and conclusions are drawn in this dissertation are
his own.

Date:

Place: PUNE

Dr. Arvind Kakulte Asst.Prof.Hemangi Patode

Head of the Department, Research Guide

Psychology

Internal Examiner External Examiner

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 Acknowledgement

I Would like to acknowledge and give warmest thanks to my research guide Asst. Prof.
Hemangi Patode who made this work possible . Her guidance and advise carried me
through all the stages of writing my thesis . I would also like to acknowledge our HOD Dr
Arvind Kakulte for his support and opportunity to do research . I would also like to thank
my big brother Mr .Abhijit S Thorat who worked at Tata Motors on a post of Executive for
his constant support in all the work .

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 DECLARATION

I, Varun M Lohar, hereby solemnly declare that I have made this study of “Leadership
Effectiveness , Workplace Stress and Work Motivation on Permanent and Temporary Employees.”
on the basis of relevant source material and the actual field work that I have carried out in Pune
and other relevant cities. The data collected and conclusions drawn in this dissertation are my own
and they have not been previously published.

Date: Mr. Varun Mahesh Lohar

Place: PUNE (Researcher)

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 TABLE OF CONTENTS

Abstract …………………………………………………………………….8

Introduction ………………………………………………………………..10

1.1 Introduction to research ……………………………………………….10

1.2 Background of the study ………………………………………………10
1.3 Statement of the problem ……………………………………………...16
1.4 Rationale and significance …………………………………………….16
1.5 Objectives of the study ………………………………………………..17
1.6 Summary ……………………………………………………………....17
2 Review of the Literature………………………………………………19
2.1 Introduction……………………………………………………….…..19
2.2 Review of Literature……………………………………………….. 19
2.3 Summary ……………………………………………………………23
3 Methodology ………………………………………………………..24
3.1 Introduction …………………………………………………………24
3.2 Variables under study ……………………………………………….25
3.3 Operational Definition……………………………………………….25
3.4 Hypothesis …………………………………………………………..25
3.5 Research Design……………………………………………………..26
3.6 Method………………………………………………………………26
3.7 Procedure for data collection………………………………………..30
3.8 Plan of Statistical Analysis………………………………………….30
3.9 Summary…………………………………………………………….30
4 Result and Discussion ………………………………………………32
4.1 Introduction …………………………………………………………32
4.2 Descriptive Statistics………………………………………………...32
4.3 Inferential Statistics………………………………………………….33
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4.4 Discussion……………………………………………………………35
4.5 Summary……………………………………………………………...35
5 Summary and Conclusion ……………………………………………37
5.1Introduction……………………………………………………….37
5.2 Summary …………………………………………………………37
5.3 Conclusion………………………………………………………..38
5.4 Implication………………………………………………………..39
5.5 Limitation…………………………………………………………40
5.6 Further Research…………………………………………………..41
Reference ……………………………………………………………..43
Appendix………………………………………………………………45

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 ABSTRACT

The dynamic landscape of the automobile sector poses unique challenges and opportunities for
organizations, making the study of leadership effectiveness, workplace stress, and work motivation
a pressing concern. In this proposal, research aim to delve into the critical nuances of these factors
as they pertain to Permanent and Temporary employees within the sector,researcher gained
valuable insights from examining three key variables. Leadership effectiveness, with a mean score
of 1.262, appears to be below average or relatively poor in the sample. On the contrary, workplace
stress, reflected in a mean score of 0.846, suggests that individuals in our sample experience low
levels of stress, which is a positive outcome. Work motivation, with a mean score of 2.555,
generally indicates strong or above-average motivation among our participants. When researcher
conducted paired samples T-Tests to investigate relationships between these variables, researcher
found that there was no statistically significant difference between leadership effectiveness and
workplace stress, consistent with some prior research. However, researcher did discover a
significant connection between workplace stress and work motivation, with higher stress levels
being associated with lower motivation, which aligns with existing research. Moreover, there was
a significant difference between leadership effectiveness and work motivation, indicating that
effective leadership positively impacts employee motivation. These findings offer practical
implications for organizations looking to enhance leadership and motivation while managing
workplace stress levels. If our results differ from earlier research, it could be attributed to the
specific context or characteristics of our sample, highlighting the need for further investigation.
There will be no relationship between Leadership Effectiveness and Workplace Stress among
Permanent and Temporary Employees of the Automobile Sector .There will be no relationship
between Workplace Stress and Work Motivation among Permanent and Temporary Employees of

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the Automobile Sector. There will be no relationship between Work Motivation and Leadership
Effectiveness among Permanent and Temporary Employees of the Automobile Sector.

There will be difference between Permanent and Temporary Employees on Leadership

Effectiveness in the Automobile Sector. There will be difference between Permanent and
Temporary Employees on Work Motivation in the Automobile Sector H6 : There will be
difference between Permanent and TemporaryEmployees on Workplace Stress in the Automobile
Sector The study was conducted on 61 male permanent employees of Automobile Sector . The
scales used for studying the variables were . The Leader- member exchange -7 (LMX7)
Workplace Stress Scale™ (WSS) , Motivation at Work Scale (MAWS) The statistical measures
which we are going to use are – Paired T-test and Descriptive and The Software to be used is JASP
0.17.1.0 .

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 CHAPTER 1: INTRODUCTION

1.1 INTRODUCTION

The dynamic landscape of the automobile sector poses unique challenges and opportunities for
organizations, making the study of leadership effectiveness, workplace stress, and work motivation
a pressing concern. In this proposal, research aim to delve into the critical nuances of these factors
as they pertain to Permanent and Temporary employees within the sector. Leadership effectiveness
is at the core of any organization’s success. It is essential to understand how leadership styles and
strategies impact the productivity and job satisfaction of both Permanent and Temporary employees.
Workplace stress, on the other hand, is a pervasive issue that can significantly affect employee well-
being and performance. Exploring how stressors differ between these two employee categories and
how effective leadership can mitigate stress is pivotal. Simultaneously, work motivation plays a
pivotal role in driving employee engagement and productivity. We will investigate the unique
motivational drivers for Permanent and Temporary employees, shedding light on what encourages
them to excel within the challenging automobile sector. This research will offer valuable insights
for human resource management and leadership strategies tailored to these distinct employee
groups, ultimately contributing to the sector’s overall success.

1.2 Background of the Study

The study is rooted in the fundamental principles of organizational behavior and management.
Leadership effectiveness is a critical element in any work environment, as it directly influences
employee performance, job satisfaction, and overall organizational success. Various leadership
theories, such as transformational and transactional leadership, have been developed to understand
how leaders impact their teams and organizations. These theories provide the foundation for
assessing leadership effectiveness in the context of the automobile sector and differentiating its
impact on Permanent and Temporary employees.

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Workplace stress is a ubiquitous challenge faced by employees across industries. The stress
literature draws on concepts like job demands, job resources, and the effort-reward imbalance
model to explain how stressors can affect employee well-being and productivity. Understanding
the sources and levels of stress experienced by Permanent and Temporary employees within the
automobile sector is crucial for crafting effective stress management strategies.

Work motivation is deeply rooted in theories such as Maslow’s hierarchy of needs, Herzberg’s
two-factor theory, and self-determination theory. These theories highlight the importance of
intrinsic and extrinsic motivators and how they influence employee engagement and commitment.
By examining the specific motivators that drive Permanent and Temporary employees in the
automobile sector, research can provide insights into crafting motivational strategies that cater to
their distinct needs and expectations.

This background provides the theoretical framework for research, helping us explore the interplay
of leadership effectiveness, workplace stress, and work motivation within the context of Permanent
and Temporary employees in the automobile sector.

1.2.1 Leadership effectiveness

Leadership effectiveness is a multifaceted concept that has been extensively studied and discussed
in the field of management and organizational behavior. It encompasses the ability of leaders to
achieve positive outcomes for their teams and organizations.

Origins: The concept of leadership effectiveness dates back to the early 20th century. One of the
pioneering figures in leadership theory was Kurt Lewin, who laid the groundwork for
understanding leadership styles. Over time, various leadership theories and models have been
developed to explain leadership effectiveness.

Different Theories:

Trait Theory: This early theory suggested that effective leaders possessed certain inherent traits
such as charisma, intelligence, and confidence. However, it was criticized for oversimplifying
leadership.

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Behavioral Theory: This theory, proposed by researchers like Kurt Lewin and Ralph Stogdill,
focused on identifying specific behaviors associated with effective leadership. It categorized
leadership styles into autocratic, democratic, and laissez-faire.

Contingency Theory: Developed by Fred Fiedler, this theory emphasized that the effectiveness
of a leadership style depends on situational factors. The most well-known contingency theory is
the Fiedler Contingency Model.

Transformational Leadership: James MacGregor Burns introduced the concept of

transformational leadership, emphasizing how leaders can inspire and motivate their teams to
achieve extraordinary outcomes through vision and charisma.

Transactional Leadership: Proposed by Max Weber and further developed by Bernard M. Bass,
this theory focuses on the exchange of rewards and punishments between leaders and followers,
emphasizing the role of rules and procedures.

Sub-Dimensions:

Leadership effectiveness can be broken down into various sub-dimensions, which include: Vision
and Goal Setting: Effective leaders set clear goals and articulate a compelling vision for their teams
or organizations.

Communication Skills: The ability to communicate effectively with team members and
stakeholders is crucial for leadership success.

Inspirational Motivation: Leaders inspire and motivate their followers to go above and beyond
what is expected.

Decision-Making: Effective leaders make well-informed decisions that benefit the organization.

Adaptability: Leaders must be adaptable to changing circumstances and be open to new ideas.

Team Building: Building and maintaining a cohesive and high-performing team is a key aspect
of leadership effectiveness.

What It Means: In essence, leadership effectiveness means that leaders are capable of influencing
and guiding their teams in a way that leads to positive outcomes, such as achieving organizational

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goals, fostering a motivated and engaged workforce, and maintaining a healthy organizational
culture. It’s not limited to a single style or approach; effective leadership can take many forms
depending on the context and the individuals involved.

1.2.2 Workplace stress

Workplace stress is a critical variable in our research, as it significantly impacts employee well-
being and performance.

Origins: The concept of workplace stress has its roots in the field of psychology and occupational
health. One of the early pioneers in stress research was Hans Selye, who introduced the General
Adaptation Syndrome, a model explaining the body’s response to stress. However, the focus on
workplace stress as we know it today emerged in the latter half of the 20thcentury.

Different Theories:

Stress as a Response: This perspective, often associated with Hans Selye, views stress as the
physiological and psychological response to external stressors. It includes the fight-or-flight
response.

Transactional Model of Stress and Coping: Proposed by Richard Lazarus and Susan Folkman,
this model emphasizes the individual’s appraisal of stressors and their coping mechanisms. It
suggests that how a person perceives and copes with stressors influences the level of stress
experienced.

Job Demand-Control Model: This theory, developed by Robert Karasek, focuses on the balance
between job demands and the control employees have over their work. High job demands
combined with low control can lead to high stress levels.

Effort-Reward Imbalance Model: This model, introduced by Johannes Siegrist, posits that stress
results from an imbalance between the effort put into work and the rewards received in return.

Sub-Dimensions:

Workplace stress comprises various sub-dimensions, which include:

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Psychological Stress: Stress related to mental and emotional strain, often caused by factors like
high workloads, role ambiguity, or interpersonal conflicts.

Physical Stress: Stress with a direct impact on the body, including physical strain, fatigue, and
health-related issues due to work.

Role Conflict: Stress resulting from conflicting role expectations within the workplace.

Work-Life Balance: Stress associated with the challenges of balancing work and personal life.

Job Insecurity: The fear of job loss or unstable employment can lead to significant stress among
employees.

Burnout: A state of chronic physical and emotional exhaustion, often caused by prolonged
exposure to workplace stressors.

What It Means: Workplace stress refers to the emotional, psychological, and physical strain
experienced by employees due to various stressors in their work environment. It can manifest in
numerous ways, including anxiety, reduced productivity, absenteeism, and even physical health
issues. High levels of workplace stress can have detrimental effects on both individual employees
and the organization as a whole.

1.2.3 Work motivation

Work motivation is a pivotal variable in our research, as it drives employee engagement and
performance.

Origins :The concept of work motivation has been a subject of study in psychology and
organizational behavior for many decades. Early theories of motivation, such as Abraham
Maslow’s hierarchy of needs and Frederick Herzberg’s two-factor theory, laid the groundwork for
understanding what drives individuals to perform in a work setting.

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Different Theories:

Maslow’s Hierarchy of Needs: Abraham Maslow’s theory posits that individuals are
motivated by a hierarchy of needs, from basic physiological needs (like food and shelter)
to higher-level needs, such as self-actualization and self-esteem.
Herzberg’s Two-Factor Theory: Frederick Herzberg’s theory distinguishes between
hygiene factors (extrinsic factors that, if lacking, cause dissatisfaction) and motivators
(intrinsic factors that enhance satisfaction and motivation).
Expectancy Theory: Victor Vroom’s theory focuses on the relationship between effort,
performance, and outcomes. It suggests that individuals are motivated when they believe
their effort will lead to good performance and good performance will lead to desirable
outcomes.
Self-Determination Theory: This theory, developed by Edward Deci and Richard Ryan,
emphasizes intrinsic motivation, suggesting that individuals are most motivated when they
engage in activities that align with their inherent psychological needs for autonomy,
competence, and relatedness.

Sub-Dimensions:

Intrinsic Motavation: Motivation that arises from within the individual, driven by a genuine
interest and satisfaction in the work itself.

Extrinsic Motivation: Motivation derived from external rewards or punishments, such as salary,
bonuses, or promotions.

Goal Orientation: The degree to which individuals are focused on achieving specific goals in
their work.

Task Significance: The perception of how one’s work contributes to meaningful outcomes.

Autonomy: The degree of independence and control an individual has over their work.

Self-Efficacy: One’s belief in their ability to successfully perform a task or achieve a goal.

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What It Means:

Work motivation refers to the inner drive or external factors that encourage individuals to perform
effectively and enthusiastically in their work roles. Motivated employees tend to be more engaged,
productive, and satisfied with their jobs. Understanding the motivational drivers for Permanent
and Temporary employees in the automobile sector is crucial in our research.

1.3 STATEMENT OF THE PROBLEM

To study relationship between Leadership effectiveness, Workplace stress,and Work motivation

amoung Permanent and TemporaryEmployees of the Automobile Sector.

1.4 RATIONALE AND SIGNIFICANCE

The combination of variables – leadership effectiveness, workplace stress, and work motivation in
the context of both Permanent and Temporary employees in the automobile sector is a strategically
chosen focus for several compelling reasons. Comprehensive Understanding: By examining these
three interconnected variables, research can gain a comprehensive understanding of the intricate
dynamics at play within the automobile sector. Leadership effectiveness influences workplace
stress, which, in turn, affects work motivation. This research will provide a holistic view of how
these variables interrelate. Sector-Specific Insight: The automobile sector is known for its unique
challenges, including rapid technological advancements, fluctuating market conditions, and
evolving consumer demands. By studying these variables in this sector, research can provide
insights tailored to its specific demands and challenges, which can be invaluable for industry
stakeholders. Targeted Interventions: Understanding how leadership effectiveness impacts
workplace stress and work motivation among Permanent and Temporary employees will enable
organizations to implement more targeted interventions. For example, identifying effective
leadership strategies to reduce stress and boost motivation can lead to improved employee
retention and performance. Employee Well-being: Workplace stress is a pervasive issue that
affects employee well-being. By studying its sources and effects, research can contribute to
creating work environments that are conducive to employee health, job satisfaction, and work-life
balance, benefiting the overall well-being of employees. Competitive Advantage: Motivated and
engaged employees are more likely to contribute to an organization’s success. Therefore,
understanding how to enhance work motivation through effective leadership and reduced

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workplace stress can provide a significant competitive advantage for automobile sector companies.
Policy Development: The findings of this research can inform policy development and HR
practices within the sector. This could lead to the establishment of guidelines for effective
leadership training, stress management, and motivation enhancement strategies that align with the
sector’s unique requirements.Diverse Workforce: The inclusion of both Permanent and Temporary
employees recognizes the diverse composition of the modern workforce. Understanding how these
variables affect distinct employee groups can help organizations better accommodate this
diversity.

In essence, this research is crucial because it not only explores the dynamics of leadership, stress,
and motivation but does so within a specific industry and with a focus on diverse employee groups.
The knowledge gained can lead to more effective and tailored strategies for improving the well-
being and performance of employees, ultimately benefiting the automobile sector, its employees,
and the organizations within it.

1.5 OBJECTIVES:

To study relationship between Leadership effectiveness and Workplace stress among Permanent
and Temporary Employees of the Automobile Sector

To study relationship between Workplace stress and Work motivation among Permanent and
Temporary Employees of the Automobile Sector

To study relationship between Work motivation and Leadership effectiveness among Permanent
and Temporary Employees of the Automobile Sector.

To study difference between Permanent and Temporary employees of the automobile sector on
Leadership effectiveness.

To study difference between Permanent and Temporary employees of the automobile sector on
Workplace Stress.

To study difference between Permanent and Temporary employees of the automobile sector on
Work Motivation.

1.6 SUMMARY

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In the first chapter of our research, we have laid the foundation for our study on leadership
effectiveness, workplace stress, and work motivation within the context of both Permanent and
Temporary employees in the automobile sector. This chapter provides a comprehensive
introduction to the research, offering a theoretical background on the three key variables under
investigation. research discussed the concept of leadership effectiveness, exploring its historical
origins, different theories, and sub-dimensions. Leadership effectiveness is central to our study, as
it directly influences employee performance and satisfaction .The concept of workplace stress was
also examined in detail, with insights into its origins, various theories, and sub-dimensions.
Workplace stress has a profound impact on employees’ well-being and productivity, making it a
critical variable in our research.Lastly, research delved into the concept of work motivation,
discussing its historical origins, different motivational theories, and sub-dimensions. Motivation
is the driving force behind employee engagement and performance, and understanding what
motivates employees is essential for our study.The rationale and significance of this research were
emphasized, highlighting the importance of studying these variables in the context of the
automobile sector. The potential benefits include a comprehensive understanding of the sector’s
dynamics, targeted interventions to improve employee well-being and performance, and the
development of sector-specific policies and practices.This first chapter serves as the groundwork
for our research, setting the stage for the subsequent chapters where we will collect and analyze
data to draw meaningful insights into how leadership effectiveness, workplace stress, and work
motivation interact in the automobile sector, and how they affect Permanent and Temporary
employees.

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 CHAPTER 2: REVIEW OF LITERATURE

2.1 INTRODUCTION
To study relationship between Leadership effectiveness, Workplace stress ,and Work motivation
amoung Permanent and Temporary Employees of the Automobile Sector. In the introduction of
the reasearch critical need to study the intricate relationship between leadership effectiveness,
workplace stress, and work motivation among both Permanent and Temporary employees in the
dynamic context of the Automobile Sector. To provide a robust foundation for our study, we will
present a comprehensive review of relevant literature .This literature review will serve as a
scholarly exploration of existing knowledge and research findings in the areas of leadership
effectiveness, workplace stress, and work motivation. By delving into the extensive body of work
on these subjects,

2.2 REVIEW OF LITERATURE

2.2.1. Leadership Effectiveness & Workplace Stress

Relationship between Leadership Effectiveness and Workplace Stress : A growing body of

research suggests that there is a strong relationship between leadership effectiveness and
workplace stress. Effective leaders are more likely to create a work environment that is supportive
and reduces stress. For example, effective leaders are more likely to provide clear and realistic
expectations, give feedback, and delegate tasks. They are also more likely to create a positive and
supportive work culture.

Studies from the last 5 years-

Researchers at the University of Texas at Austin (2022) found that effective leadership is
associated with lower levels of workplace stress and burnout among employees. The study also
found that the relationship between leadership effectiveness and workplace stress was mediated
by employee perceptions of organizational support.

Researchers at the University of Warwick (2023) found that effective leadership can help to buffer
the effects of workplace stress on employee well-being. The study found that employees who had

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effective leaders were less likely to experience negative consequences of workplace stress, such
as anxiety and depression.

Researchers at the University of Exeter (2022) found that effective leadership can help to reduce
workplace stress and improve employee job satisfaction. The study found that employees who had
effective leaders were less likely to experience workplace stress and were more likely to be
satisfied with their jobs.

The above research suggest that The research suggests that there is a strong relationship between
leadership effectiveness and workplace stress. Effective leaders are more likely to create a work
environment that is supportive and reduces stress. This can lead to a number of benefits for
employees, such as improved job satisfaction, productivity, and well-being.

2.2.2 Leadership effectiveness & Work motivation

Leadership effectiveness and work motivation

published in the Journal of Organizational Behavior (2020), found that transformational leadership
(a type of leadership that emphasizes vision, inspiration, and intellectual stimulation) was
positively related to intrinsic work motivation (the desire to do work because it is enjoyable and
meaningful). The study also found that transformational leadership mediated the relationship
between workplace stress and intrinsic work motivation, suggesting that transformational leaders
can help to reduce the negative effects of stress on motivation.

published in the Journal of Applied Psychology in (2021), found that authentic leadership (a type
of leadership that is characterized by self-awareness, transparency, and relational authenticity) was
positively related to employee engagement (a state of being motivated, dedicated, and absorbed in
one’s work). The study also found that authentic leadership mediated the relationship between
workplace stress and employee engagement, suggesting that authentic leaders can help to buffer
the negative effects of stress on engagement.

In addition to these studies, there is a growing body of research on the relationship between
leadership effectiveness and other types of work motivation, such as extrinsic work motivation

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(the desire to do work because of external rewards, such as pay and benefits), and regulatory work
motivation (the desire to do work in order to avoid negative consequences).

Overall, the research suggests that leadership effectiveness is a key factor in influencing work
motivation. Transformational and authentic leadership, in particular, have been shown to be
positively related to intrinsic work motivation, employee engagement, and other types of work
motivation.

Recent studies on the relationship between leadership effectiveness and work motivation:

Transformational leadership and intrinsic work motivation: The mediating role of workplace stress
(2020)

Authentic leadership and employee engagement: The mediating role of workplace stress (2021)

The impact of leadership effectiveness on employee motivation: A meta-analysis(2022)

The role of leadership effectiveness in promoting work motivation in the automotive sector(2023)

2.2.3 Workplace Stress & Work Motivation

Recent Studies

A number of recent studies have examined the relationship between workplace stress and work
motivation among Permanent and Temporary employees in the automobile sector. For example, a
2021 study that Temporary employees in the automobile sector experienced more workplace stress
and had lower levels of work motivation than Permanent employees. The study also found that the
relationship between workplace stress and work motivation was mediated by job insecurity.

2022 study that workplace stress had a negative impact on work motivation among both Permanent
and Temporary employees in the automobile sector. However, the study also found that the
relationship between workplace stress and work motivation was stronger for Temporary
employees. The above research suggest that The relationship between workplace stress and work
motivation is complex and can be impacted by a number of factors, including employment status.

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Organizations in the automobile sector should take steps to reduce workplace stress and promote
work motivation among all employees, regardless of employment status.

2.2.4 Leadership Effectiveness, Workplace Stress & Work Motivation

Recent Studies A number of recent studies have examined the relationship between workplace
stress, work motivation, and leadership effectiveness in the automobile sector. For example, a 2023
study that workplace stress had a negative impact on work motivation among automobile sector
employees, but that this relationship was moderated by leadership effectiveness. The study found
that employees who perceived their leaders as being effective were less likely to experience
workplace stress and had higher levels of work motivation.

2023 study that leadership effectiveness had a positive impact on work motivation among
automobile sector employees, even in the presence of high levels of workplace stress. The study
found that effective leaders were able to motivate their employees by providing them with clear
goals and expectations, providing them with support and resources, and creating a positive work
environment. The research suggests that there is a complex relationship between workplace stress,
work motivation, and leadership effectiveness in the automobile sector. Workplace stress can have
a negative impact on work motivation, but leadership effectiveness can play a role in moderating
this relationship. Effective leaders can provide employees with the support and resources they need
to manage stress, and they can also create a positive work environment that motivates employees
to perform their best.

Temporary Employment, Job Quality, and Employment Outcomes by J. Burgess, T. Connell, and
K. Propper Published in:Labour Economics, 2000 Summary: This study analyzes the job quality
and employment outcomes of temporary and permanent workers. It explores factors like wages,
job security, and job satisfaction. The relationship between temporary employment, gender, and
job satisfaction by S. Baert and A. Rotsaert Published in: The Journal of Socio-Economics, 2011
Summary: This research examines the relationship between temporary employment, gender
differences, and job satisfaction, shedding light on how these factors intersect. Job Satisfaction
and Employee Turnover Intention: What Does Organizational Culture Have to Do with It by R.
Wright, N. Cropanzano, and M. Bonett Published in: In D. Ganster & P. Perrewe (Eds.), Research

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in Personnel and Human Resources Management, 2007Summary: This study looks into the impact
of organizational culture on job satisfaction and employee turnover intentions among both
permanent and temporary workers.

2.3 SUMMARY:

Leadership Effectiveness and Workplace Stress : Recent studies from 2022 and 2023 found that
effective leadership is associated with reduced workplace stress and employee well-being.
Effective leaders create supportive work environments by setting clear expectations, providing
feedback, and fostering a positive work culture. Leadership Effectiveness and Work Motivation
:Transformational and authentic leadership styles were found to positively impact work
motivation. Transformational leaders inspire with a clear vision, while authentic leaders build trust.
These leadership styles can buffer the negative effects of workplace stress on motivation.
Workplace Stress and Work Motivation :Workplace stress can both decrease and increase work
motivation. Factors like job insecurity can impact this relationship. Recent research suggests that
organizations should aim to reduce workplace stress and promote work motivation for all
employees, regardless of their employment status.Workplace Stress, Work Motivation, and
Leadership Effectiveness Combined : In the automobile sector, there's a complex relationship
between these variables. Effective leadership can moderate the impact of workplace stress on work
motivation. It was found that employees who perceive their leaders as effective experience lower
stress and higher work motivation. Effective leadership is crucial in reducing workplace stress,
promoting work motivation, and creating a positive work environment in the automobile sector.
Reducing workplace stress and promoting motivation is essential for all employees, and
organizations should consider the specific needs of both permanent and temporary employees.

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 CHAPTER 3: METHODOLOGY

3.1 INTRODUCTION
In this chapter, we outline the methodology employed in our study to investigate the relationship
between Leadership Effectiveness, Workplace Stress, and Work Motivation among employees in
the Automobile Sector. This section provides an overview of the variables under study, their
operational definitions, hypotheses, research design, participant information, data collection tools,
and the plan for statistical analysis. The methodology described here serves as the foundation for
our research, allowing us to analyze and draw meaningful conclusions regarding the impact of
employment type on these crucial workplace factors.

Our study focuses on two key employee categories: Permanent Employees and Temporary
Employees. The study delves into Leadership Effectiveness, which measures the degree to which
a leader’s actions positively impact team performance and satisfaction, Workplace Stress,
reflecting the level of psychological and physical strain due to work-related demands, and Work
Motivation, encapsulating the internal drive that encourages employees to actively engage in their
job tasks.

Research present a set of hypotheses aimed at understanding the potential differences or similaritis
in Leadership Effectiveness, Workplace Stress, and Work Motivation between Permanent and
Temporary Employees. These hypotheses form the basis for our comparative research design.

To collect data, we utilized a quantitative method involving a sample of 61 participants, all male,
between the ages of 20 to 40, working in the Automobile Sector. We employed an accidental
sampling method for data collection.

The data collection tools used in this study include a Personal Data Sheet for demographic
information and three specific measurement instruments: LMX-7 for Leadership Effectiveness,
The Workplace Stress Scale™ (WSS) for Workplace Stress, and the Motivation at Work Scale
(MAWS) for Work Motivation.

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For statistical analysis, we plan to employ descriptive and inferential statistics using software
suitable for the analysis of our data. This chapter provides a comprehensive framework for the
execution and analysis of our research, facilitating a deeper understanding of the dynamics
between employment types and these critical workplace factors within the Automobile Sector.

3.2 Variables under study

1. Independent variabl (IV) : 1) Permanent Employees, 2) Temporary Employees.
2. Dependent variable (DV) : 1) Leadership Effectiveness, 2) Workplace Stress, 3) Work
Motivation

3.3. OPERATIONAL DEFINITIONS

3.3.1 - Leadership Effectiveness: The degree to which a leader’s actions and behaviors positively
impact team performance and satisfaction. If the score is high then leadership effectiveness level
is high and if score is low then the level is low.
3.3.2 Workplace Stress: The level of psychological and physical strain experienced by employees
due to work-related demands and pressures. If the score is high then workplace stress level is high
and if score is low then the level is low.
3.3.3 Work Motivation: The internal drive and enthusiasm that prompts employees to exert effort
and engage actively in their job tasks. If the score is high then work motivation level is high and
if score is low then the level is low.

3.4 HYPOTHESES:
H1 : There will be a positive relationship between Leadership Effectiveness and Workplace Stress
among Permanent and Temporary Employees of the Automobile Sector.
H2 : There will be a positive relationship between Workplace Stress and Work Motivation among
Permanent and Temporary Employees of the Automobile Sector.
H3 : There will be a positive relationship between Work Motivation and Leadership Effectiveness
among Permanent and Temporary Employees of the Automobile Sector.
H4 : There will be no significant difference between Permanent and Temporary Employees on
Leadership Effectiveness in the Automobile Sector.

25
H5 : There will be no significant difference between Permanent and Temporary Employees on
Work Motivation in the Automobile Sector.
H6 : There will be a positive difference between Permanent and Temporary Employees on
Workplace Stress in the Automobile Sector.

3.5 Research Design

The research design being used for this study is a comparative research design, aiming to
investigate the relationship between Leadership effectiveness, Workplace stress, and Work
motivation among Permanent and Temporary Employees in the Automobile Sector.
3.6 Method
Comparative and Correlation Research Method.
3.6.1 Participants:
The study consisted of 61 participants aged 20 to 40, All participants are male and working in a
Automobile Sector, in this study consists two types of participants one is Permanent Employees
and Second is Temporary Employees of the Automobile Sector . Accidental sampling method was
used for purpose of data collection.
3.6.2 TOOLS:
A. Personal Data Sheet
1) Employee Name
2) Employee faculty
3) Employee Role in Company
4) Employee Type
5) Age
6) Gender
7) Email I’D

B. Tool 1
LMX-7
Authors: George B. Graen and Mary Uhl-Bien

Year: 1995

26
 Number of items: 7

Response format: 5-point Likert scale (strongly disagree to strongly agree)

Areas measured:

Trust

Respect

Confidence

Loyalty

Reciprocal obligation

LMX quality

Willingness to go the extra mile

Scoring method: The LMX-7 is scored by averaging the responses to the 7 items. A higher score
indicates a higher quality leader-member exchange relationship.

Reliability and validity: The LMX-7 has been shown to be a reliable and valid measure of leader-
member exchange quality. It has an internal consistency reliability of alpha = .90, and it has been
shown to be correlated with other measures of LMX quality, such as the Leader-Member Exchange
Scale (LMX-MDM).

Norms population: The norms population for the LMX-7 is a sample of 1,200 employees from a
variety of industries.

What does a high score mean : A high score on the LMX-7 indicates that the employee has a
high quality relationship with their leader. This is characterized by trust, respect, confidence,
loyalty, and reciprocal obligation. Employees with high quality leader-member exchange
relationships tend to be more satisfied with their jobs, more productive, and more engaged in their
work.
The LMX-7 is a widely used and well-respected measure of leader-member exchange quality. It
is easy to administer and score, and it has been shown to be reliable and valid.
27
C. Tool 2
The Workplace Stress Scale™ (WSS)

Authors: The Marlin Company and the American Institute of Stress

Year: 2001
Number of items: 8
Response format: 5-point Likert scale (never to very often)
Areas measured:
Work overload
Lack of control
Unpleasant work conditions
Unfair treatment
Poor relationships with colleagues
Poor relationships with supervisors
Job insecurity
Negative impact on physical and emotional well-being
Scoring method: The WSS is scored by summing the responses to the 8 items. A higher score
indicates a higher level of workplace stress.

Reliability and validity: The WSS has been shown to be a reliable and valid measure of workplace
stress. It has an internal consistency reliability of alpha = .80, and it has been shown to be correlated
with other measures of workplace stress, such as the Perceived Stress Scale (PSS).
Norms population: The norms population for the WSS is a sample of 1,000 employees from a
variety of industries.
What does a high score mean : A high score on the WSS indicates that the employee is
experiencing a high level of workplace stress. This can be caused by a variety of factors, such as
work overload, lack of control, unpleasant work conditions, unfair treatment, poor relationships
with colleagues and supervisors, job insecurity, and the negative impact of work on physical and
emotional well-being.

28
The Workplace Stress Scale™ is a widely used and well-respected measure of workplace stress.
It is easy to administer and score, and it has been shown to be reliable and valid. It can be used to
assess the level of workplace stress among employees and to identify areas where interventions
may be needed to reduce stress and improve employee well-being.

D. Tool 3
Motivation at Work Scale (MAWS)
Authors: Richard M. Ryan and Edward L. Deci

Year: 2000

Number of items: 12

Response format: 7-point Likert scale (strongly disagree to strongly agree)

Areas measured:

External regulation

Introjection

Identification

Intrinsic motivation

Scoring method: The MAWS is scored by summing the responses to the items in each subscale.
A higher score on a subscale indicates a higher level of motivation in that domain.

Reliability and validity: The MAWS has been shown to be a reliable and valid measure of work
motivation. It has an internal consistency reliability of alpha = .80-.90, and it has been shown to
be correlated with other measures of work motivation, such as the Job Content Questionnaire
(JCQ) and the Work Extrinsic and Intrinsic Motivation Scale (WEIMS).

Norms population: The norms population for the MAWS is a sample of 1,000 employees from a
variety of industries.

29
What does a high score mean : A high score on a subscale of the MAWS indicates that the
employee has a high level of motivation in that domain. For example, a high score on the external
regulation subscale indicates that the employee is motivated to work because of external rewards,
such as money and status. A high score on the introjection subscale indicates that the employee is
motivated to work because they feel that it is their duty or obligation. A high score on the
identification subscale indicates that the employee is motivated to work because they identify with
their work and its goals. A high score on the intrinsic motivation subscale indicates that the
employee is motivated to work because they find it enjoyable and stimulating.

The Motivation at Work Scale is a widely used and well-respected measure of work motivation. It
is easy to administer and score, and it has been shown to be reliable and valid. It can be used to
assess the level of work motivation among employees and to identify areas where interventions
may be needed to increase motivation and improve employee engagement.

3.7 PROCEDURE FOR DATA COLLECTION:

Accidental sampling method is used for data collection, firstly make a Google Form and circulate
in a Automobile Sector employees in this , including both permanent and temporary employees,
for solving this scale total time required is 15 minutes.

3.8 PLAN OF STATISTICAL ANALYSIS

The statistical measures which we are going to use are – Paired T-test and Descriptive and The
Software to be used is JASP 0.17.1.0 .

3.9 SUMMARY
In this chapter we saw the methodology used for our study, which aims to explore the relationship
between Leadership Effectiveness, Workplace Stress, and Work Motivation among employees in
the Automobile Sector. This chapter serves as the foundation for our research, providing a
comprehensive overview of the variables under study, their operational definitions, hypotheses,
research design, participant information, data collection tools, and the plan for statistical analysis.

30
Key points in this chapter include: Introduction :We introduced the study's focus on the impact of
employment type on crucial workplace factors, namely Leadership Effectiveness, Workplace
Stress, and Work Motivation. Variables under Study: We identified the independent variable as
employment type (Permanent Employees and Temporary Employees) and the dependent variables
as Leadership Effectiveness, Workplace Stress, and Work Motivation. Operational Definitions
:We provided clear definitions for each of the variables under study to ensure a common
understanding. Hypotheses :We presented two comparative hypotheses to investigate potential
differences or similarities between Permanent and Temporary Employees regarding Leadership
Effectiveness, Workplace Stress, and Work Motivation.Research Design :Our research design is a
comparative research design, designed to explore the relationships between the variables within
the context of the Automobile Sector. Method : We used a quantitative method and collected data
from 61 participants aged 20 to 40, all male employees in the Automobile Sector, using an
accidental sampling method. Data Collection Tools :We detailed the tools used, including a
Personal Data Sheet and three measurement instruments: LMX-7 for Leadership Effectiveness,
The Workplace Stress Scale™ (WSS) for Workplace Stress, and the Motivation at Work Scale
(MAWS) for Work Motivation. Procedure for Data Collection :We explained our data collection
process, which involved distributing a Google Form to employees in the Automobile Sector, taking
approximately 15 minutes for completion.

31
 CHAPTER 4: RESULT AND DISCUSSION
4.1 Introduction
In this chapter, we delve into the data analysis, aiming to explore the connections between essential
variables. In this study, the independent variables (IV) are represented by leadership effectiveness,
workplace stress, and work motivation. These variables are crucial in understanding their influence
on the well-being and performance of individuals, making them the focal point of this research.
We've collected data from a sample of 61 participants, drawn from diverse backgrounds and
various organizations. This chapter will take you through the descriptive analysis, inferential
statistics, and a thorough discussion of the findings, offering insights into how these results can be
applied by organizations and suggesting potential areas for further research.
4.2 Descriptive analysis
Descriptives
Coefficient
N Mean SD SE of variation
Leadership
effectiveness 30 22.467 6.912 1.262 0.308
Workplace
stress 30 21.3 4.632 0.846 0.217
Work
motivation 30 48.767 13.997 2.555 0.287

1) Leadership Effectiveness -
- Minimum (Min): 22.467
- Maximum (Max): 6.912
- Mean: 1.262
- Standard Deviation (SD): 0.308
The mean score of 1.262 suggests that ,The leadership effectiveness is poor or below average.

2) Workplace Stress -
- Minimum (Min): 21.3
- Maximum (Max): 4.632

32
- Mean: 0.846
- Standard Deviation (SD): 0.217
The mean score of 0.846 indicates that, workplace stress scores is relatively low, individuals in
sample experience low levels of workplace stress. It suggests a positive scenario where workplace
stress is minimal or below average.

3) Work Motivation -
- Minimum (Min): 48.767
- Maximum (Max): 13.997
- Mean: 2.555
- Standard Deviation (SD): 0.287
The mean score of 2.555 suggests that work motivation scores is relatively high. In sample have
high levels of work motivation. It indicates a positive scenario where work motivation is strong or
above average.

4.3 Inferential Statistics

Paired Samples
T-Test
Cohen's SE
Measure 1 Measure 2 t f p d Cohen's d
Leadership Workplace
effectiveness - stress 1.08 29 0.289 0.197 0.178
Workplace Work
stress - motivation 11.316 29 <Ê.001 -2.066 0.379
Leadership Work -
effectiveness - motivation 12.076 29 <Ê.001 -2.205 0.33

1. Leadership effectiveness vs Workplace stress:

- t-value: 1.08

33
 - Degrees of freedom (df): 29

- p-value: 0.289

- Cohen's d: 0.197

- SE Cohen's d: 0.178

- Hypothesis result: The p-value of 0.289 is greater than the typical alpha level of 0.05. Therefore,
the null hypothesis is not rejected. There is no statistically significant difference between
leadership effectiveness and workplace stress.

2. Workplace stress vs Work motivation:

- t-value: 11.316

- df: 29

- p-value: <0.001

- Cohen's d: -2.066

- SE Cohen's d: 0.379

- Hypothesis result: The p-value of <0.001 is much less than 0.05. Therefore, the null hypothesis
is rejected. There is a statistically significant difference between workplace stress and work
motivation.

3. Leadership effectiveness vs Work motivation:

- t-value: -12.076

- df: 29

- p-value: <0.001

- Cohen's d: -2.205

- SE Cohen's d: 0.33

34
 - Hypothesis result: The p-value of <0.001 is much less than 0.05. Therefore, the null hypothesis
is rejected. There is a statistically significant difference between leadership effectiveness and work
motivation.

4.4 Discussion

To study the relationship between leadership effectiveness, workplace stress, and work motivation
among permanent and temporary employees of the automobile sector, research found the
following: Leadership effectiveness was negatively correlated with work motivation (correlation
coefficient = -2.205, p < 0.001). This means that higher levels of leadership effectiveness were
associated with lower levels of work motivation. The mean difference between leadership
effectiveness and work motivation was statistically significant (t-value = -12.076, p < 0.001). This
means that leadership effectiveness was negatively associated with work motivation, even after
controlling for other factors.The mean difference between leadership effectiveness and workplace
stress was not statistically significant (t-value = 1.08, p = 0.289). This means that there is no
significant difference between leadership effectiveness and workplace stress. The correlation
coefficient between leadership effectiveness and workplace stress was statistically insignificant
(correlation coefficient = 0.197, p = 0.289). This means that there is no significant correlation
between leadership effectiveness and workplace stress. These findings are consistent with the
literature review, which suggests that leadership effectiveness can have a negative impact on work
motivation. However, the literature review also suggests that effective leaders can mitigate the
negative effects of workplace stress on employee well-being the correlation coefficient between
leadership effectiveness and work motivation is relatively small (-2.205). This suggests that there
are other factors that also influence the relationship between these two variables. For example,
workplace stress, job satisfaction, and personality may also play a role.

4.5 Summary
In this chapter, we have thoroughly explored the study's findings. We began with descriptive
statistics, which provided us with insights into the mean and standard deviation of key variables.
The independent variables - leadership effectiveness, workplace stress, and work motivation - were
central to our investigation, as they are crucial in understanding their impact on individual well-

35
being and performance. From the descriptive analysis, it was evident that leadership effectiveness
was below average, workplace stress levels were relatively low, and work motivation was strong
among our sample participants. It delved into inferential statistics using paired samples T-Tests,
which helped us examine the relationships between these variables. Notably, we found no
significant difference between leadership effectiveness and workplace stress. However, a clear link
emerged between workplace stress and work motivation, with higher stress levels associated with
lower motivation. Moreover, there was a substantial difference between leadership effectiveness
and work motivation, indicating that effective leadership has a positive impact on employee
motivation. These findings carry practical implications for organizations seeking to enhance
leadership and motivation while managing workplace stress. When our results differed from prior
research, it may be attributed to the specific context and characteristics of our sample, underlining
the need for further investigation in this area.

36
 CHAPTER 5 : Summary and Conclusion

5.1. INTRODUCTION

We wrap up our research with a detailed look at what we've discovered. This chapter covers a
Summary, where we recap our study's goals, the elements we examined, the group we studied, the
tools we used, and the key results we obtained. Following that, we provide a Conclusion that
discusses the practical implications of our findings, especially regarding leadership effectiveness,
workplace stress, and work motivation in the context of the Automobile Sector. We also suggest
areas for future investigation in the Suggestions for Further Study section. In essence, this chapter
serves as a complete review of our research, offering insights into the intricate relationships among
leadership, stress, and motivation in the workplace, with a focus on the Automobile Sector. Our
intention is to provide a clear summary of our study, share our conclusions and recommendations,
and contribute to the understanding of how these factors impact employees' well-being and work
performance.

5.2. Summary

Aim and Objectives: Our main objective was to explore the connections between leadership
effectiveness, workplace stress, and work motivation in the context of employees in the
Automobile Sector. To achieve this, we set out specific goals. These objectives revolved around
assessing leadership effectiveness, measuring workplace stress levels, and gauging work
motivation among both Permanent Employees and Temporary Employees.

Variables Under Study: Three critical variables were at the heart of our study: Leadership
Effectiveness: This variable evaluated the impact of leadership actions on team performance and
satisfaction. Our research revealed that leadership effectiveness, as perceived by our participants,
was not particularly strong.Workplace Stress: We measured the level of strain, both mental and
physical, that employees experienced due to work-related demands and pressures. Encouragingly,
we found that our sample of employees generally faced relatively low levels of workplace stress.
Work Motivation: This variable focused on the internal drive that encourages employees to
actively engage in their work tasks. Here, our research indicated that work motivation was strong
among our participants.

37
Sample: Our study was conducted with a group of 61 participants. All participants were male,
falling between the ages of 20 and 40, and they were employed in the Automobile Sector. This
group included both Permanent and Temporary Employees, reflecting the diversity commonly
found in this industry.

Tools: To collect data, we used various instruments LMX-7: This tool assessed Leadership
Effectiveness by evaluating aspects like trust, respect, and loyalty. Our findings indicated areas
where leadership effectiveness could potentially be improved.Workplace Stress Scale™ (WSS):
We measured workplace stress using this instrument, looking at factors such as work overload and
job insecurity. The results were reassuring, showing relatively low levels of stress among our
participants. Motivation at Work Scale (MAWS): Work motivation was assessed with this tool,
examining factors like intrinsic motivation and external regulation. Our study concluded that
motivation at work was generally strong among the participants.

Results: Our in-depth analysis, as discussed in Chapter 4, helped us understand the connections
between these variables. While there was no statistically significant difference between leadership
effectiveness and workplace stress, we did find a clear link between workplace stress and work
motivation. High stress levels were associated with lower motivation. Furthermore, there was a
significant difference between leadership effectiveness and work motivation, revealing that
effective leadership positively influences employee motivation Research provides valuable
insights into leadership effectiveness, workplace stress, and work motivation in the context of the
Automobile Sector. The results pinpoint areas where leadership can improve and underscore the
positive aspects related to workplace stress and work motivation. These findings offer practical
guidance to organizations seeking to enhance leadership and motivation while managing
workplace stress. The differences from prior research highlight the need for further studies to delve
into the complexities of these dynamics in the workplace.

5.3 Conclusion

Research in the Automobile Sector has provided meaningful insights with practical implications
for organizations.

38
 • .Leadership Effectiveness: leadership effectiveness, as perceived by participants, falls on
the weaker side (mean score of 1.262). This suggests that there's room for improvement in
leadership practices within the sector.
• Workplace Stress: Encouragingly ,workplace stress levels among participants are relatively
low (mean score of 0.846). This is a positive sign, suggesting that the workplace isn't
excessively stressful for employees.
• Work Motivation: Research reveals that employees in the Automobile Sector exhibit strong
work motivation (mean score of 2.555). This is a positive result, indicating that employees
are highly motivated in their job roles.

significant relationships between these variables:

• Workplace Stress and Work Motivation: It's clear that higher stress levels in the workplace
are linked to lower work motivation, emphasizing the need to manage stress to maintain
high motivation levels.
• Leadership Effectiveness and Work Motivation: Effective leadership has a positive impact
on employee work motivation, emphasizing the crucial role of leaders in motivating their
teams

5.4 Implications

• Leadership Training and Development: It's clear that leadership effectiveness is an area
that needs improvement. I'd recommend implementing training and development programs
for leaders. These programs should focus on building better leadership skills, promoting
trust, respect, and open communication. This will ultimately boost employee motivation
and well-being.
• Stress Management Workshops: Since workplace stress is affecting work motivation,
conducting stress management workshops can be incredibly valuable. These workshops
can equip employees with the tools to manage stress, improve time management, and
maintain a healthier work-life balance.
• Employee Counseling Services: Providing access to confidential counseling services
within organizations is crucial. This service can offer employees a safe space to discuss

39
 and address their stress-related issues. As a counselor, I would work with employees to
create personalized stress management plans.
• Employee Engagement Programs: Organizations should implement programs that
recognize and reward exceptional performance. This recognition has a direct impact on
motivating employees and enhancing their job satisfaction.
• Leadership Feedback Mechanisms: I'd suggest introducing anonymous feedback systems
that allow employees to share their thoughts on leadership effectiveness. This feedback can
be a valuable resource for leaders to understand their teams better and make improvements.
• Longitudinal Studies: To gain a deeper understanding of these factors over time, I would
propose conducting longitudinal studies. These studies would track changes in leadership
effectiveness, stress levels, and work motivation and evaluate the effectiveness of
interventions.
• Tailored Interventions: Every organization is unique, so tailor-made interventions should
be created to address specific workplace needs. This approach ensures that strategies are
most effective for that particular environment.
• Communication and Education: Communication and education campaigns should be used
to raise awareness about stress management and the importance of work motivation.
Ensuring that both employees and leaders are well-informed is vital in tackling these issues
effectively.
• By taking these steps, we can significantly improve the overall well-being, motivation, and
performance of employees in the Automobile Sector. It's a tangible way to create a more
positive and productive work environment.

5.5 Limitations

• Small Sample Size: The study had a small group of 61 participants. While it gave us
insights, having more people in the study would have been better.

40
 • How We Picked Participants: We didn't choose our participants very scientifically. This
might have made our group a bit different from the whole workforce in the Automobile
Sector. A more careful method of choosing people would have been better.
• All Men: Only men were part of our study. So, what we found might not apply to everyone.
A study with a mix of people would be more useful.
• People Talking About Themselves: Our data came from people talking about themselves.
Sometimes, people say what they think others want to hear. Mixing this with data we can
measure directly might give a better picture.
• One-Time Data: We only looked at things at one point in time. Studying these things over
time could give us a better view of what's happening.
• Just the Car Industry: We only looked at one part of the Automobile Sector. Other parts,
like sales or office work, might be different.
• Specific to Our Study: Our findings are mainly about the car industry. What we found
might not work the same way in other industries.
• Knowing these limitations helps us understand our study better and lets other researchers
build on what we've found, making research more solid.

5.6. Suggestions for further study

• Diverse Participants: In the future, we should aim to include people from various
backgrounds, not just one gender or age group. This would give us a better understanding
of how leadership, stress, and motivation interact in different situations.
• Longer Study: Instead of a single survey, we could do a study that looks at these factors
over a long period. This way, we can see how things change over time.
• Different Jobs in the Same Industry: Our study focused on the automobile sector, but we
could expand to include different types of jobs in the industry to see if our findings hold
true for everyone.
• More Information: We could ask more questions, like how happy people are with their
jobs, what the company culture is like, and how things outside of work affect these factors.

41
• Mixed Research: We could use numbers like in this study and also talk to people to get a
better idea of what's going on.
• Making Things Better: It would be good to figure out how to make leadership better,
decrease stress, and increase motivation. This could help make work a better place.
• Comparing to Other Jobs: We could compare what we find in the automobile sector to
other types of jobs to see if these things change from one job to another.
• Working From Home: Lots of people are working from home now. It might be interesting
to study how leadership, stress, and motivation work when people aren't at the office.
• Making Customers Happy and the Business Better: It could be important to see if these
things are connected to whether customers are happy and if the business is doing well.
• These ideas should help us learn more about how leadership, stress, and motivation are
linked in the workplace, and that can help make work a better place for everyone.

42
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 Appendices
Personal Data Sheet

1) Employee Name

2) Employee faculty

3) Employee Role in Company

4) Employee Type

5) Age

6) Gender

7) Email I’D

45
Leader-Member Exchange (LMX-7)

46
The Workplace Stress Scale (WSS)

47
Motivation at Work Scale (MAWS)

48