Introduction
Developing relationships within an organization is a long-range effort which aims to develop the problem-solving potential of the organisation as well as its capability in managing the changes that it encounters from its external environment. Many factors can influence behaviours and relationships in organizational settings. Factors internal to the organization as well as the external factors matters. In an article written in 2005 by Barbuto and published in the Journal of Leadership and Organisational Studies, “Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents,” it studies the connection between a leader’s motivation and the use of their leadership skills (i.e. transactional, charismatic, transformational) on the performance of their followers. The article posits the view that the transforming leader is one who can transform their employees from their usual selves and do things together in order to achieve things they never thought they would be capable of doing (Barbuto, 2005). This supports the idea that to be successful under the conditions resulting from the changes, developments, and challenges in today’s world of work, leaders must move away from a style of “managing” to a style of “leadership.” It is a fact that when organizations have done well, it can boost employee confidence and increase job performance and satisfaction. An organization’s requirement for management and leadership will change as the factors affecting the organization change. Because leaders are important change agents, they play key roles in organizations especially when the external environment is changing fast (Sims, 2002), which is the case almost all the time.
In Barbuto’s (2005) study, he collected data from 186 leaders working in a mixture of industries, governmental agencies and educational setting located in both rural and urban areas as well as their 759 raters. They participated in a twelve-month leadership-training program wherein their behaviours were quantified using the MLG-short form (Multi-factor Leadership Questionnaire) assessed by leaders and raters. Using the Motivation Sources Inventory, the sources of their motivation were also quantified. The results of the study were then analysed using the computer program SPSS. The results showed several significant findings from the investigation of the correlation between the Motivation Sources Inventory subscales and leaders’ transformational behaviour subscales, charismatic leadership, transactional leadership, and laissez-faire leadership. The results showed that the work motivation of leaders confirmed some link with leadership behaviours, but the associations commonly accounted for less than 5% variance. Leader’s self reports had a higher correlation to the five sources of motivation than that done by the raters (Barbuto, 2005).
Discussion/Article Critique
There are four themes explored in Barbuto’s (2005) study: transactional, transformational and charismatic leadership and motivation. Barbuto’s (2005) study proved to be relevant in the field of management wherein managers do not just manage but lead as well. As stated, leaders must move away from a style of “managing” to a style of “leadership.” Transactional or laissez-faire leadership shows the leaders offering minimal support from the leaders to their followers and do not pay much attention to productivity or necessary completion of the employees’ tasks. Management-by-exception likewise do not get involved with the workers until these workers commits failures or deviations from the usual course of work. These trends have provided a picture of how necessary it is for leaders to move from a management style to one of leadership.
In lieu with the concept of leadership within the organisation, Koopman (1997) identifies four dimensions of transformational leadership: charisma or idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Koopman, 1997). A leader’s role will not only involve giving orders but also coach and develop the employees. Leaders need to provide autonomy to employees so that they become self-managed. Leaders should participate in and encourage teamwork. Leaders should encourage fast decision making by employees closest to the situation. Leaders should encourage innovation and risk taking to meet the ever changing challenges that is always present. Finally, leaders must treat employees as assets, not expenses, and they will need to invest more time and resources in the training and development of their human resources (Sims, 2002).
In Barbuto’s (2005) study, he pointed out the relevance of charisma in leadership. He stated, “Charisma is believed to be the fundamental factor in the transformational process and is described as the leader’s ability to generate great symbolic power” (Barbuto, 2005, p. 450). There is an increasing body of research that supports this theory and shows positive relationships between charismatic leadership and high performance and satisfaction among the followers. People working for charismatic leaders are motivated to exert extra work effort and, because they like their leader, these followers express greater satisfaction (Sims, 2002). To illustrate, when members like their leader, they would be motivated to exert extra work effort and express greater satisfaction in their work. Leaders can use their understanding of the needs of the employees to match employees to tasks that help them fulfil these needs which would result in high performance. By involving the employees in the decision-making process, employees needs will be given priority and in the process increase their job satisfaction and performance. Processes within groups or organizations are characterized by give and take. The members of the group can voice out their relevant ideas to each member of the group and the group will gladly accept their ideas and propose it to the leaders. An organization’s success depends on the people who populate it. An organization will function best when its personnel function not as individuals but as members of highly effective work groups with high performance goals (Miner, 2002).
Progress and success within an organisation can be largely attributed to the membership within a group. Group members who share a common purpose about their work are more likely to succeed. Work rules, work schedules and work environment among others have an increasing influence on the satisfaction, and frequently the performance, of employees. The environment where the employees perform their jobs is important. The manner in which work schedules are monitored, administered, and changed is also important. Job satisfaction is an attitude that individuals have about their jobs and it results from their perceptions of their jobs, based on factors of the work environment, such as the supervisor’s style, policies and procedures, work group affiliation, working conditions, and fringe benefits (Sims, 2002).
These scenarios are shown in the results of Barbuto’s (2005) study wherein in general, the results show that motivation has presented some verification for promise as a precursor to full range leadership. Intrinsic process motivation correlated with transformational behaviours, indicating that those who were motivated by enjoyment and pleasure at work had a tendency to report ideas consistent with the styles of transformational and charismatic leaders. One key contributory factor to the success of transformational leadership is communication. Transformational leaders, through the use of communication, can create relationships between leaders and followers that will be a vehicle for change in helping the followers reach their full potential (Miller, 2008). Communication is key and essential to the whole group process. It can benefit the group and the organization as well, as it provides a framework for communication which can increase professional involvement, and can save repetition of actions and tasks.
Barbuto (2005) has provided for a comparison between how leaders self-assess their motivation and performances and how the raters assess the leaders’ motivation and performances. This can help eliminate any biases that the leaders themselves may have in assessing their performances and motivation. To be successful, organizations must develop a total system effort. It must include not only leaders and managers but the ordinary employees as well. Motivation is the key and it must be directed not only towards the leaders but the followers as well. As Sullivan and Decker (2001) noted, transformation leadership fuses the principles and standards of the leader and its supporters. Concentrating on uniting both leaders or managers and employees to pursue the greater good and promote leadership among all employees within the organisation, (Koopman, 1997), they are all geared toward revitalizing the organisation. Assessing the motivation of the leaders by themselves and by the raters also can help provide for a clearer picture of how motivation can help improve leadership.
The results of Barbuto’s (2005) study supported the consistent view of human motivation and the role it plays in leadership formation and development. Still there is room for further research in this area. Human motivation must be studied in relation to other features or variables in leadership. The significant differences in the study may be attributed to the nature of the gauge itself that was not intended to make a distinction between inspirational and charismatic influences. The results can offer as a guide for organizations in understanding more the behaviour of leaders. The results basically show that leaders see the world in their own paradigm and expect everyone else to see the world the way they see it. By understanding this concept, solutions may be easier made for solving problems in organizations. Still there is room for further research in this area. Barbuto (2005) has not included many other factors that may influence motivation as an antecedent to leadership. It does not include career fit, educational training, work values and experiences and how it can affect motivation. These could significantly alter the results of the study. Human motivation must be studied in relation to other features or variables in leadership.