Studies on motivation in language learning have been well documented. The role of motivation in determining the use of learning strategies has been identified and the correlation between motivation and language performance has been determined. However, how language motivation in EFL context is classified and how language motivation is intercorrelated with the use of metacognitive and language performance has still not become widespread in the literature on language learning. The current study identified how language motivation in the context of EFL setting was classified and, then, how language motivation affected the use of metacognitive strategies and language performance. It was found that in the EFL setting three motivational orientations existed; the three motivational orientations were extrinsic motivation, international orientation and intrinsic motivation. The findings revealed that the EFL learners in the current study had more international orientation in learning English and were more extrinsically motivated than intrinsically motivated. The empirical evidence suggests that language motivation predicted learning success through the mediation of the use of metacognitive strategies. Suggestions for further research are also discussed.
Many people fail to reach the pinnacle of their careers because they experience a crisis of self-efficacy. Self-efficacy plays an important role in the success of a job mission. However, self-efficacy is a variable that has been influenced and other times it can influence other variables. This study aims to analyze how transformational, transactional, and laissez-faire leadership interact with self-efficacy. This research is a survey and data obtained from respondents as many as 140 high school teachers in the form of self-reports, and the data is collected using SEM Amos Version 22. The results of Amos processing show that Transformational and laissez-faire leadership styles negatively affect self-efficacy. Only transactional leadership style positively affects self-efficacy. The research concludes that only transactional leadership has a positive effect on self-efficacy because followers (teachers) have different backgrounds and motivations and the majority of followers (teachers) have not yet reached the level of self-actualization.
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