The Role of Leadership Styles on Employee Performance, Motivation, and Job Satisfaction in a Remote Setting

9

Chapter 2

Amekí Williams

South University

Dissertation of Preparation

Dr. Widner

02/26/2023

The Role of Leadership Styles on Employee Performance, Motivation, and Job Satisfaction in a Remote Setting

Chapter 2: Literature Review

The advent of remote work, accelerated by the COVID-19 pandemic, has brought a new dimension to leadership research. Leaders in remote settings face a unique challenge in ensuring that employees remain motivated, productive, and satisfied. Notably, remote work settings are unique because they lack face-to-face communication, which can lead to a lack of trust, communication, and collaboration (Kirkman, Rosen, Gibson, Tesluk, & McPherson, 2002). In a remote work setting, leaders need to create a sense of community and maintain open communication channels to ensure employee engagement and productivity.

Various authors argue that leadership style is an essential factor that can influence employee behavior, performance, motivation, and job satisfaction in a remote setting (Chen, Liu, & Zhang, 2020; Goleman, 2000). According to Goleman (2000), there are six leadership styles: coercive, authoritative, affiliative, democratic, pacesetting, and coaching. Each style has a different impact on employee behavior and can be effective in different situations. For instance, a study by Wang and Huang (2020) found that affiliative leadership style positively affected employee job satisfaction in a remote work setting. Similarly, Chen et al. (2020) found that democratic leadership style positively affected employee job satisfaction and motivation in a remote work setting. For the purpose of this research, five leadership styles will be considered, including structural, participative, servant, freedom-thinking, and transformational.

According to Robbins and Judge (2017), Structural leadership is a leadership style that emphasizes strict adherence to rules and regulations. Structural leaders are generally known for their expertise in organizing and developing efficient and effective systems and structures within the organization. Such structures are typically characterized by clear lines of authority, precise job descriptions, and formalized procedures. Research has shown that the structural leadership style has both positive and negative effects on employee performance, motivation, and job satisfaction. On the one hand, the structural leadership style can lead to improved organizational efficiency and productivity. O'Reilly and Chatman (1996) establish that structural leaders often have a clear understanding of the organization's goals, which allows them to develop processes that enable employees to work more efficiently.

However, on the other hand, structural leadership can also adversely impact employee motivation and job satisfaction. Research has shown that strict adherence to rules and regulations can lead to a lack of autonomy and a sense of micromanagement, which can lead to decreased job satisfaction (Van Knippenberg, Van Knippenberg, De Cremer, & Hogg, 2004). Employees may also become disengaged when they feel that their contributions are not valued or when they feel that their input is not sought after. Moreover, research has shown that the structural leadership style is more effective in certain organizational contexts than others. In organizations with complex procedures and regulations, the structural leadership style can be more effective (Robbins & Judge, 2017). However, in organizations with more fluid and dynamic environments, the structural leadership style may be less effective, as it may not provide the flexibility needed to adapt to changes in the environment.

Participative leadership style includes involving subordinates in the decision-making process, seeking input, and encouraging collaboration among team members. The virtual nature of remote work requires leaders to employ more explicit communication and actively seek input from team members. Research has shown that participative leadership style can have a positive impact on employee performance, motivation, and job satisfaction in remote work settings. A study conducted by Araz and Azadegan-Mehr (2021) found that participative leadership style increased team performance and job satisfaction in virtual teams. Additionally, the study showed that participative leadership style positively affected employee motivation, leading to a greater sense of engagement in virtual teams. Moreover, a study conducted by Breevaart, Bakker, Hetland, Demerouti, and Olsen (2016) found that participative leadership style in remote work settings improved employee job satisfaction, mainly due to increased autonomy and job control.

There has been a growing interest in the servant leadership style, which emphasizes serving the needs of employees and promoting their personal and professional development. In remote work settings, servant leaders prioritize the needs of their team members and work to create an environment that fosters collaboration, trust, and open communication. With various studies conducted on servant leadership, its significance pertaining to employee motivation, job satisfaction, and performance in remote work settings has been established. A study conducted by Kim, Lee, and Lee (2021) found that servant leadership was positively associated with job satisfaction and employee motivation in virtual teams. The study also found that servant leadership had a significant positive effect on employee performance. In addition to this, a study by Nielsen, Marrone, and Ferris (2017) found that servant leadership in remote work settings was associated with higher levels of team commitment and trust, which in turn led to increased job satisfaction and motivation. The study also found that servant leadership had a positive impact on team performance.

Freedom-thinking leadership style emphasizes on empowering employees to take ownership of their work and providing them with the freedom to make decisions and explore new ideas. In remote work settings, this style can be particularly effective as it allows employees to work independently while still feeling supported and valued. Research has shown that freedom-thinking leadership can have a positive impact on employee creativity, job satisfaction, and performance in remote work settings. A study conducted by Karim and Abbas (2020) found that freedom-thinking leadership was positively associated with employee creativity in remote work settings. The study also found that freedom-thinking leadership had a significant positive effect on employee job satisfaction. Additionally, a study by Allred et al. (2018) found that freedom-thinking leadership in remote work settings was associated with increased employee performance. The study also found that this leadership style had a positive impact on employee job satisfaction. Zhou et al. (2019) found that freedom-thinking leadership was positively associated with employee innovative behavior in remote work settings. The study also found that this leadership style had a positive impact on employee job satisfaction.

Another relevant leadership style applicable in a remote setting is transformational leadership. This leadership style focuses on inspiring and motivating employees to achieve their goals and aspirations. Also, it emphasizes on the importance of empowering employees and creating a supportive and collaborative work environment. In remote work settings, transformational leaders use technology to maintain communication and build relationships with employees, leading to increased trust and engagement. A study by van der Velden et al. (2020) found that transformational leadership was positively associated with employee job satisfaction and performance in remote work settings. The study also found that transformational leadership had a significant positive effect on employee motivation.

Huang et al. (2020) also found that transformational leadership in remote work settings was positively associated with employee creativity. The study also found that transformational leadership had a positive impact on employee job satisfaction. Zhu et al. (2020) found that transformational leadership was positively associated with employee well-being in remote work settings. The study also found that transformational leadership had a positive impact on employee job satisfaction and engagement. Furthermore, a study by Liao, Liu, and Liu (2017) found that transformational leadership style positively affected employee job satisfaction and performance in a remote work setting. Transformational leaders inspire and motivate employees to achieve their full potential, which can lead to increased employee satisfaction and performance.

To conclude this section, leadership styles are of significance in a remote setting. While the leadership trajectory contributes towards the outcomes, communication is an essential factor that influences the effectiveness of leadership styles in a remote work setting. A study by Kim and Beehr (2020) found that communication quality mediated the relationship between leadership styles and employee job satisfaction in a remote work setting. In other words, leaders who communicate effectively and frequently can enhance the positive effects of their leadership styles on employee job satisfaction, regardless of the leadership style applied. Another important factor that can influence the effectiveness of leadership styles in a remote work setting is the level of autonomy provided to employees.

References

Allred, K. G., Crawford, E. R., David, E. M., & Anderson, L. A. (2018). Freedom-Thinking Leadership in Remote Work Settings: Antecedents and Outcomes. Journal of Leadership & Organizational Studies, 25(2), 160-172.

Araz, O. M., & Azadegan-Mehr, M. (2021). The impact of participative leadership on team performance, job satisfaction, and motivation in virtual teams. Information & Management, 58(2), 103391.

Breevaart, K., Bakker, A. B., Hetland, J., Demerouti, E., & Olsen, O. K. (2016). Effects of a job crafting intervention on job demands and job resources: a before-after study. Journal of Occupational and Organizational Psychology, 89(3), 583-604.

Chen, J., Liu, C., & Zhang, R. (2020). How does leadership style affect employee job satisfaction and performance in a virtual work environment? Evidence from China. Telematics and Informatics, 47, 101345.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.

Huang, L., Huang, X., & Wei, F. (2020). Transformational leadership and employee creativity in a remote work setting: the role of innovative climate and intrinsic motivation. Journal of Business Research, 117, 443-452.

Karim, N., & Abbas, M. (2020). Impact of freedom-thinking leadership on employee creativity in remote work settings: Mediating role of employee job satisfaction. Journal of Business Research, 112, 1-11.

Kim, H. J., Lee, D., & Lee, C. (2021). Servant leadership and employee motivation in virtual teams: A moderated mediation model of job characteristics and trust in leader. Sustainability, 13(6), 3076.

Kirkman, B. L., Rosen, B., Gibson, C. B., Tesluk, P. E., & McPherson, S. O. (2002). Five challenges to virtual team success: Lessons from Sabre, Inc. Academy of Management Executive, 16(3), 67-79.

Liao, C., Liu, C., & Liu, Z. (2017). How transformational leadership and employee motivation combine to predict employee job satisfaction: A study

Nielsen, T. M., Marrone, J. A., & Ferris, G. R. (2017). The impact of servant leadership dimensions on leader-member exchange among virtual team members. Journal of Leadership & Organizational Studies, 24(4), 487-499.

O'Reilly, C. A., & Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment. Research in Organizational Behavior, 18, 157-200.

Robbins, S. P., & Judge, T. A. (2017). Organizational behavior. Pearson.

van der Velden, M., Kramer, A., & de Lange, A. (2020). Leadership and employee outcomes in a virtual workplace: The role of job crafting. Journal of Business and Psychology, 35(3), 379-394.

Van Knippenberg, D., Van Knippenberg, B., De Cremer, D., & Hogg, M. A. (2004). Leadership, self, and identity: A review and research agenda. The Leadership Quarterly, 15(6), 825-856.

Zhou, X., Li, X., & Liang, J. (2019). Empowering leadership and employee innovative behavior in a remote work setting: The moderating role of task interdependence. Asia Pacific Journal of Management, 36(3), 731-753.

Zhu, J., Feng, Y., & Chen, S. (2020). Transformational leadership and employee well-being in a remote work setting: Mediating roles of social support and communication frequency. Journal of Business and Psychology, 1-15.

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1

Chapter 3

Amekí Williams

South University

Doctoral Dissertation Preparation

Dr. Widner

1/29/2023

The Role of Leadership Styles on Employee Performance, Motivation, and Job Satisfaction in a Remote Setting

Chapter 3: Methodology

Introduction

The purpose of this quantitative causal-comparative study was for remote workers to identify what leadership style their supervisors or managers are. The chapter included an overview of the research design and rationale, study participants, sampling method and instrumentation, data collection, analysis, and ethical considerations taken in the design. Chapter 3 contains a descriptive discussion of the conduct of this study, and how it informed the problem. The detailed explanation supports future design replication, data collection, and analysis. The description of the population and sample ensured that the reader could understand the research participants. The Multivariate Analysis of Variance (MANOVA) data analysis approach allowed valid and reliable data processing. As described, data analysis procedures, followed ethical practices. The chapter’s discussion on limitations and delimitations expands the discussion in chapter 1.

Research Design

Quantitative Causal Comparative Design

Based on the application of this design in establishing the connection between variables (independent and dependent) (Bloomfield, & Fisher, 2019), this quantitative casual comparative study is objectified to establish the significance of various leadership styles on employee performance, motivation, and job satisfaction in a remote setting. It is without a doubt that working remotely has been continuously adapted, particularly after the onset of the COVID-19 pandemic. In correlation to this, it is paramount to have an understanding of the aspects of remote working and what it entails in terms of productivity. As Bloomfield and Fisher (2019) establish, a quantitative casual comparative study supports the comparison of two variables. As such, this study’s selected design will facilitate the comparison of five essential levels of leadership styles commonly associated with working environments in relation to job satisfaction, motivation, and employee satisfaction. With the aid of questionnaires, this study’s research questions will include; 1) whether structural leader rewards and punishes team members based on performance insist on clear goals experiment, 2) whether servant leader listens empathy awareness, 3) whether participative (democratic) leader are open-minded and encourage effective communication, 4) whether freedom-thinking leader give employees freedom to perform and stays out of the way as well as comments and helps when needed, and 5) whether transformational leader inspires and empowers strong role models. These questions govern this study’s research. Given the nature of the study, the independent variable is defined by the five levels of leadership styles, including structural leadership, participative leadership, servant leadership, freedom-thinking leadership, and transformational leadership (Alheet, Adwan, Areiqat, Zamil, & Saleh, 2021). The dependent variables to be discussed in this section are performance, motivation, and satisfaction. With remote working being the mantra in most organizations globally, this study will make significant contributions towards revolutionizing and enhancing productivity in this type of setting. For applicable results, the sample size in this study was 100 remote workers. With the application of MANOVA, statistical analysis will be integrated to compute the results acquired from the questionnaires, through which the research questions will be adequately addressed.

Research Questions

The following research questions guide this quantitative study:

RQ1: Do Structural, Participative, Servant, freedom-Thinking, and Transformational Leadership differ in terms of performance, motivation, and satisfaction?

RQ2: Do the Leadership styles difference as a function of performance?

RQ3: Do the leadership styles difference as a function of motivation?

RQ4: Do the leadership styles difference as a function of satisfaction?

Table1.

Variables Table

Variables	Definition	Operational definition	Measurement Level	Data source/ Instruments
Leadership styles (independent)	The leaders’ methods and approaches when governing others	Structural, participative, servant, freedom-thinking, or transformational	Nominal	Questionnaires/Survey Response
Performance (dependent)	The productivity of the employees	The level employees collaborate to attain the set organizational objectives and goals	Ordinal scale	Questionnaires
Motivation (dependent)	The motivation level exposed on behalf of the employees	The drive promoting enhanced performance	Ordinal scale	Questionnaires
Satisfaction (dependent)	The satisfaction of the employees with their jobs	The function of the positive perceived emotion in close relation to contentment of employees.	Ordinal scale	Questionnaires

Population and Sample

Remote employees

The population will comprise of employees. The target population will be remote workers that work closely with their supervisors, and managers. The target population will be employees from organizations where strategic management will be studied. The unit of analysis is the individual employee. Selection will be done using the G*Power sampling technique. 

Following sampling formula:

F tests – MANOVA: Global effects

Options:   Pillai V, O'Brien-Shieh Algorithm

Analysis:    A priori: Compute required sample size 

Input:     Effect size f²(V)                         = 0.0625

               α err prob                                = 0.05

                Power (1-β err prob)           = 0.8

               Number of groups                   = 5

               Response variables            = 3

Output:        Noncentrality parameter λ   = 18.7500000

               Critical F                                     = 1.7862447

               Numerator df                       = 12.0000000  

               Denominator df                     = 285

       Total sample size                   =100

The type of sample the researcher is using is the sample size. The sample size used for this study was 100 remote workers. The only factor that disqualified workers from participating in this study was being traditional workers. The selected workers answered the questionnaires and it was established that their leader adopted different leadership styles. Each participant will be informed of the research objectives and fill out consent forms (see Appendix A) before participating in the study. Data collected will be kept confidential by the researcher for 5 years (Bloomfield & Fisher, 2019). There will also be an age range of the participants from 18 to 64 years of age.

Instrumentation

Instrumentation refers to the tools or means researchers used to measure various research variables. Each instrument is selected based on the research goals. The research will use a questionnaire to collect information on various variables related to leadership styles in a remote (work from home) setting. According to (Leung, 2001), questionnaires are used to collect information from participants the researcher is interested with. Furthermore, a questionnaire is applicable in research when to collect factual data. Consequently, the investigators must ensure that the questionnaires are highly structured to allow the same types of information to be collected from a large number of people in the same way and for data to be analyzed quantitatively and systematically (Leung, 2001). The research will use questionnaires to obtain critical information on independent variables. The survey instrument used for the study will be comprised of the informed consent form (see Appendix A), demographic characteristics questions (see Appendix B), and the Multifactor Leadership Questionnaire (MLQ) (see Appendix E), and individual work performance questionnaire (IWPQ) (see Appendix F), and the Job Satisfaction Survey (JSS) (see Appendix I). Data for the survey will stem from G*Power (see Appendix G) via the personal computer of the researcher. The researcher is the only individual who can access the file as the computer is password protected. Data will be kept on the computer for five years after the study is completed. The statistical software program (SPSS) will be used in the research once responses are gathered. The data will be downloaded from Survey Monkey, cleaned in Excel 2020, and put into SPSS. The data assumptions test for normality, linear testing, and homoscedasticity will be done prior to hypothesis testing to ensure parametric analysis is appropriate. To access these, histograms and bar graph will be used while multicollinearity will be assessed using the Pearson correlation matrix. The table below is showing a 2- tailed correlation between motivation. The researcher will identify the group and obtain individuals within those samples.

Table 2.

Correlation between Motivation	Motivation	Work Motivation
Motivation – Pearson Correlation	1	.151
Sig. (2- tailed)	.066
N	150	150
Motivation – Work Pearson Correlation	0.151	1
Sig. (2- tailed)	0.066
N	150	150

Questionnaires

There are different types of questionnaires that include open-ended, closed and semi structured. Open-ended questions have no choices and parti

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