Balancing employees’ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective

Zhang, Yan; Liu, Shengming

doi:10.1016/j.emj.2021.11.008

Cited by 28 publications

(12 citation statements)

References 102 publications

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“…Intrinsic motivation is an individual’s willingness to work due to an interest in the work itself [ 24 ] and is influenced by environmental factors such as organizational culture [ 25 ]. Leadership is an important environmental variable that influences employee intrinsic motivation [ 26 ].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The impact of emotional leadership on Chinese subordinates’ work engagement: role of intrinsic motivation and traditionality

et al. 2022

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Background Leaders’ emotions and emotion regulation strategies influence subordinates’ attitudes and behaviors, while previous studies have mostly taken an emotional perspective. Leaders’ emotional competence also has an impact on subordinates through motivational and cognitive pathways. Based on self-determination theory, this study examined the impact of emotional leadership on subordinates’ work engagement, as well as the mediating role of subordinates’ intrinsic motivation and the moderating role of traditionality. Methods We first performed a scenario experiment study in which 116 Chinese college students were asked to read experimental materials on different leadership behaviors and answer relevant questions. Subsequently, a questionnaire survey was conducted, in which 347 Chinese enterprise employees were asked to rate their own experiences with emotional leadership, work engagement and intrinsic motivation. We used SPSS 25.0 for performance reliability analysis, correlation analysis and hierarchical regression analysis to test the reliability of the scales and investigate the relationship between the variables. Bootstrap analysis was used to test the mediating and moderating effects. Results Emotional leadership has a significant direct positive effect on subordinates’ work engagement and positively influences subordinates’ work engagement through the mediation of subordinates’ intrinsic motivation. The effect of emotional leadership on intrinsic motivation is stronger for those with high traditionality than for those with low traditionality. Conclusion Emotional leadership can improve subordinates’ work engagement by stimulating their intrinsic motivation. Therefore, managers need to be able to effectively regulate and manage subordinates’ emotions to stimulate their intrinsic motivation and to differentiate the management of subordinates with different levels of traditionality to improve subordinates’ work engagement.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

The impact of emotional leadership on Chinese subordinates’ work engagement: role of intrinsic motivation and traditionality

et al. 2022

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“…Since everyone has an urge to achieve something, motivation refers to motives that become active or work that does not need to be pushed from the outside (Kajackaite and Sliwka, 2020). As a result, the employee is not responsible for inappropriate or dishonest behavior (Zhang and Liu, 2022). In the new atmosphere, employees can fully do what they want without self-imposed restrictions.…”

Section: Study Of the Effect Of Intrinsic Motivationmentioning

confidence: 99%

“…The business world continues to grow very rapidly, which is followed by the formation of several new businesses operating in various industries (Zhang and Liu, 2022). Existing businesses are constantly competing for position and favorable circumstances.…”

Section: Introductionmentioning

confidence: 99%

The influence of work motivation on employee performance

Fahriana¹,

Sopiah²

2022

AJEBM

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In order to improve the quality of human capabilities and advance organizational goals, existing human resources must be developed. When people perform well, organizational goals can be achieved as much as possible. Employees must be given an organized and efficient direction in order to perform well. The purpose of this systematic literature review is to synthesize some of the literature relating to the influence of work motivation on employee performance. The preparation of this study uses the Preferred Reporting Item for Systematic Review and Meta Analysis method from several studies that have a relationship with the influence of work motivation on employee performance. Data collection uses the Pupuation, Intervention, Comparison, and Outcome methods using two accesses, namely Science Direct and Cambridge e Journals. A total of 147 data were filtered with data inclusion criteria so that 30 data were obtained according to the eligibility standard. Obtained from the results of this study that work motivation greatly influences a person's performance, both intrinsic and extrinsic motivation as well as intrinsic and intrinsic motivation simultaneously. The more an employee is motivated, the more productive his performance will be. In addition, this study only uses 2 variables and it is suggested to future researchers to use more than 2 variables so that their research can cover employee performance more broadly.

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“…Paradoxical leadership adopts behaviors that appear to be inconsistent but are interrelated. For example, paradoxical leaders protect the interests of organizations by being self-centered, maintaining distance and employee homogeneity, enforcing high standards, and making final decisions to improve performance ( Zhang and Han, 2019 ; Zhang and Liu, 2022 ). Meanwhile, paradoxical leaders also consider the individual needs of their employees by being other-centered, keeping intimate and personal, and allowing flexibility and autonomy ( Zhang et al, 2015 ; Zhang and Liu, 2022 ).…”

Section: Introductionmentioning

confidence: 99%

Paradoxical leadership, team adaptation and team performance: The mediating role of inclusive climate

Meng

Abuliezi

et al. 2023

Front. Psychol.

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In an increasingly complex and changing competitive environment, organizations inevitably face various conflicting demands, such as the contradiction between the psychological needs of employees and the organization’s performance requirements. Paradoxical leadership could focus on these competing needs of the organization and employees in multiple ways simultaneously. According to the trickle-down effect of social learning theory, we investigated whether and how paradoxical leadership may increase team adaptation and team performance. The study had a time-lagged survey design and included 254 team members and 60 leaders in 60 work teams in mainland China. The results of the structural equation modeling analysis indicated that paradoxical leadership is an essential predictor of team adaptation and performance, and that inclusive climate is mediating in this relationship. Our findings reveal a mechanism underlying the benefits of paradoxical leadership on team adaptation and team performance from a team-level perspective.

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Balancing employees’ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective

Cited by 28 publications

References 102 publications

The impact of emotional leadership on Chinese subordinates’ work engagement: role of intrinsic motivation and traditionality

The impact of emotional leadership on Chinese subordinates’ work engagement: role of intrinsic motivation and traditionality

The influence of work motivation on employee performance

Paradoxical leadership, team adaptation and team performance: The mediating role of inclusive climate

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