The Influence of Motivation on the Quality of the Leader – Follower Relationship

Abstract

The subject of this research is the connection of the motivational structure with the quality of the leaderfollower relationship. The aim is to determine the ways to improve the quality of the leader -fololower relationship which will consequently enhance the productivity and the satisfaction of employees. The research results have shown that the motivational factors, such as reward systems, good interpersonal relationships, career development possibilities and good team spirit, are significantly statistically associated with the leaderfollower relationship. The sample includes 300 respondents with different educational and professional profiles, employed in various public and private sectors in Serbia. An interdisciplinary approach has been used in this paper, and the data have been processed by SPSS statistical analysis. Based on this research, we may conclude that the strategy of motivation throughout an organization is necessary. It should integrate motivational actions into several segments: the development of the importance of work, the awareness of employees' personal values, good interpersonal relationships and the atmosphere of team work.

Zadovoljstvo poslom u EU, Rusiji i Srbiji - komparativna analiza

“…Odgovori ispitanika kreću se od 1−uopšte se ne slažem do 5−potpuno se slažem, a viši skor na ovoj skali označava veće slaganje sa navedenim tvrdnjama. Tvrdnja 2,4,6,8,10,12,14,16,18,19,21,23,24,26,29,31,32, U odnosu na mesto gde ispitanici žive (Tabela 5), na dimenziji opšte zadovoljstvo poslom najviši skor je dobijen kod ispitanika iz Srbije (AS=3,24, SD=0,145), a najniži skor kod ispitanika koji žive u Rusiji (AS=3,07, SD=0,208). Na dimenziji zadovoljstvo trenutnim poslom, najviši skor je dobijen kod ispitanika koji žive u EU (AS=3,65, SD=0,359), a najmanji skor kod ispitanika iz Srbije (AS=3,28, SD=0,272).…”

Leadership in the role of motivators and creators of employees performance

“…Bobera, Jelaca and Bjekic (2017) [1] came to the conclusion that a combination of transactional and transformational leadership style is present in Serbian companies, while laissez faire leadership is almost unrecognizable. Simic, Kezic, and Ristic (2017) [16] observed connection of the motivational structure with the quality of the relationship between leader and employees. Stojanovic-Aleksic, Stamenkovic, and Milanovic (2016) [18] investigated the relationship between gender leadership and leadership style applied by the leader and concluded that women leaders are more taskoriented and implement an authoritarian leadership style while men choose democratic leadership styles.…”