Ledarskap för motivation
En kvalitativ studie om chefers perspektiv på ledarskap för motivation
LeadershipMotivationManning and recruitment agenciesInternal and external motivationTwo Factor TheoryMiddle management positionLedarskapMotivationBemanning- och rekryteringsbranschenInre- och yttre motivationTvåfaktorsteorinMellanchefer
The purpose of this study is to investigate the managers? perspective on leadership in relation to the motivation of the employees by an example of a manning and recruitment agencies. This is implemented by framing of two questions; What kind of leadership can be identified by middle managers to motivate their employees? Which motivation factors are relevant to employees based on the perspective of the managers? To answer the question and identify leadership strategies and motivational factors and the relationship in between, we have conducted eight interviews with persons who hold a middle management position. Through a qualitative investigation we have been able to go into depth and had access to these managers reflections, thoughts and experiences. The study is deductive and based on two theories; Two Factor Theory (Herzberg, 1959) and internal and external motivation (Deci & Ryan, 2000). The study also takes into account previous research on motivation and leadership such as adults' motivation for learning and training (Ahl, 2006), the transformative leadership (Guthenberg, 2011), recognition of motivation (Hansen and Hermansson, 2013), and indications of what creates a good workplace (Lindberg and Vineyard, 2012).We have, using empirical data, developed and identified categories based on two themes, leadership and motivation, to answer our question. Empirical evidence shows that the developed categories commitment and presence, leadership coaching, individual and situational leadership, reward, daily work and corporate culture/relationships go hand in hand and are necessary to achieve good leadership to increase motivation. By this we mean that the involvement and presence, coaching, personalised and situational leadership are central to achieve what we have distinguished to be good leadership. While the reward, the daily work and the corporate culture and the relationships within the organisation are essential parameters to get motivated employees based on the manager's approach. We can also see that these two themes are related and interdependent. Based on empirical data, we perceive that the organisation we studied the good leadership is resulting in better conditions for motivated employees.