Self-determined leadership and motivation: relating two European constructs of engaging leadership and six dimensions of employee work motivation

Smith, D. and Machin, M. A. and Schaufeli, W. and Alban-Metcalfe, J. (2017) Self-determined leadership and motivation: relating two European constructs of engaging leadership and six dimensions of employee work motivation. In: European Association of Work and Organizational Psychology 2017: Enabling Change Through Work and Organizational Psychology: Opportunities and Challenges for Research and Practice. , 17-20 May 2017, Dublin, Ireland.

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Abstract

Main Abstract Content: Purpose
Test two independent engaging leadership (EL) construct’s prediction of work motivation.

Design
Quantitative methods sampled Australian healthcare employees, twice (T1-T2=6 months, Nt1=131, response rate 53.2%, 62.4% male; Nt2 =113, response rate 34.0%, 57.5% male). Measures: Engaging Transformational Leadership Questionnaire© with intercorrellated (r=.56-.76) multidimensional subscales, showing genuine concern, enabling, being honest and consistent, networking and achieving, and being decisive, that highly interrelate (ETLQ, Alban-Metcalfe & Alimo-Metcalfe, 2000). Engaged Leadership Scale© with intercorrelated items (r=.64-.85), and potentially multidimensional subscales, strengthening, connecting, empowering and inspiring (ELS, Schaufeli, personal correspondence, 2016). Multidimensional Work Motivation Scale has six reliable subscales, α=.71-.90 (Gagné, et al., 2015). Analyses: SPSS24 sub-scale optimisation was highly-reliable, α=.74-.98. AMOS24 SEM confirmed a superior-fitting, replicable and representative model nested within longitudinal data (CFI=.994, TFI=.991, RMSEA=.017).

Results
Measurement residuals modelling found a consistent model in T1 and T2 data. EL, including both EL constructs, significantly negatively predicted Amotivation (β=-.31, p<.001), non-significantly predicted Social Extrinsic Regulation (β=.06, ns), Material Extrinsic Regulation (β=-.07, ns), and Introjected Regulation (β=.06, ns), and significantly positively predicted Identified Regulation (β=.30, p<.001), and Intrinsic Motivation (β=.49, p<.001), over time.

Limitations
State-trait aggregation, self-report, one source.

Implications
Self-determined leadership works in collaboration with work motivation. Leaders motivate using self-determined EL behaviours. Employees work using self-determined motivational patterns nurtured by the leader.

Value
ETLQ and ELS are complimentary, independently viable, and valid, internationally. Constructs predict patterns of highly-intrinsic motivation.


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Item Type: Conference or Workshop Item (Commonwealth Reporting Category E) (Paper)
Refereed: No
Item Status: Live Archive
Additional Information: Only the Abstract, as supplied here, was published in the Conference Proceedings.
Faculty / Department / School: Current - Faculty of Health, Engineering and Sciences - School of Psychology and Counselling
Date Deposited: 13 Feb 2018 02:49
Last Modified: 21 Jun 2018 03:22
Uncontrolled Keywords: engaging leadership, intrinsic motivation, self-determined leadership
Fields of Research : 17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150310 Organisation and Management Theory
Socio-Economic Objective: C Society > 94 Law, Politics and Community Services > 9405 Work and Institutional Development > 940599 Work and Institutional Development not elsewhere classified
E Expanding Knowledge > 97 Expanding Knowledge > 970117 Expanding Knowledge in Psychology and Cognitive Sciences
URI: http://eprints.usq.edu.au/id/eprint/33031

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