Part 2 Motivation and Leadership MOTIVATION AND LEADERSHIP Name of the Student Name of the University Author

11 11MOTIVATION AND LEADERSHIP MOTIVATION AND LEARDERSHIP Name of the Student Name of the University Author Note Part 1 Motivation is a key aspect for every organisation that helps the employees to work efficiently. Motivating the employees also help the organisation to make the latter act in a predetermined manner (Roman, Treven & aner 2017). There are different ways of motivating an employee such as giving them incentives and bonus, appreciation, promotion and other

Running head: MOTIVATION AND LEADERSHIP
MOTIVATION AND LEARDERSHIP
Name of the Student
Name of the University
Author Note

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MOTIVATION AND LEADERSHIP
Part 1
Motivation is a key aspect for every organisation that helps the employees to work
efficiently. Motivation plays an important aspect for both profit as well as non-profit
organisation. Motivation helps in increasing the productivity of the employees as well as also
meets the different needs of the employees (Avbar, 2016). Furthermore motivation within the
oganisation also creates a healthy workplace and adds to the efficiency of the employees.
Motivating the employees also help the organisation to make the latter act in a predetermined
manner (Rožman, Treven & Čančer 2017). It also motivates the inner state of mind of the
employees that helps the latter to control his behaviour and achieve the desired business
goals. There are different ways of motivating an employee such as giving them incentives
and bonus, appreciation, promotion and other non-monetary factors (Rožman, Treven &
Čančer 2017). The primary aim of the essay is to discuss the importance of motivation as
well as team-work within an organisation that will help in reducing employee turnover.
Mr. Simon is an employee in a retail organisation and working there for the past there
years. Though he has been considered for promotion for several times it was unsuccessful.
Instead of him another less experienced but more qualified employee has been selected for
promotion. These kinds of situations has happened with him for several times that has
completely demotivated him. He now thinks of resigning from his job. The team leader has to
come up with different factors of motivating his team member that will help him to change
his mind. The team leader does not want Mr.Simon to resign from his job as he is one of the
experienced, diligent as well as hard working member of the team. In this situation the team
leader has to use the motivational theories as well as team-building process to retain his
demotivated employee.

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Every organisation employs people who come from diverse backgrounds. Together
they work towards achieving the overall goals of the organisation. It should be noted that
there is a close connection between the attitude of the employee and his commitment towards
the organisation that helps in meeting the requirement of the company by following the
latter’s policies as well as principles. An organisation like the retail industry that has a huge
number of employees working under it finds it quite difficult to identify the attitudes of the
employees towards workforce commitment (Akhmetshin et al., 2018). The attitude of the
employee towards the organisation is directly interlinked with the job satisfaction as well as
loyalty. Though earlier job satisfaction was considered to be of utmost importance recently
employee commitment has gained a considerable popularity (Salleh et al., 2016). Mr.
Simon’s dissatisfaction of not getting a promotion may have changed his attitude as well as
commitment towards the organisation. A change in attitude is always affected by positive as
well as negative circumstances. Gordon Allport (1935), was the founder of attitude research
and stated that attitude is a concept that is both dispensable as well as distinctive concept in
the social psychology (Kruglanski et al., 2018). It should be noted that attitude differs from
one person to the other. There are many learning theories that helps in forming the attitudes
of the people. Skinner’s theory of operant conditioning changes the behaviour as well as
attitude of a person by apply reinforcement that ensures three types of responses- neutral
operant where the attitude remains neutral, reinforcement where there is either or negative
attitude and punishment that helps in decreasing the unwanted behaviour of the person
(Richelle, 2016). This theory can be applied in the case of Simon by his team leader to
regulate his behaviour in a positive manner. Secondly the team leader could use the
functionalist theory concerning the attitudes that was proposed by Daniel Katz in the year
1960 (Koponen, 2017). According to this theory attitudes are based on instrumental function
where the latter can be developed to achieve the desired goals (Koponen, 2017). This will

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encourage Simon to change his attitudes regarding the work that he is committed and to some
extent can also motivate him to work efficiently.
Social learning theory that was propagated by Albert Bandura stated that using direct
reinforcement does not help to understand the learning problems, instead it is the observation
that is made by the supervisors that helps in solving a particular attitude of a person (Devi,
Khandelwal & Das 2017). Therefore it should be noted that if an employee is working
enthusiastically within his organisation then he might be satisfied by his job. There is a
combination of things that makes a person satisfied with his job. Therefore there are also
various reasons that leads to dissatisfaction with the job (Devi, Khandelwal & Das 2017).
When a person is satisfied with his job then he can say that his sentiments are respected
however, Mr. Simon cannot say this as he thinks that he is not respected within the
organisation because he is never successful in getting a promotion and employees who are
inexperienced than him gets a promotion. This naturally hurts his sentiments and he feels
insulted among others. Commitment towards work is also very essential within the workforce
(Hakimian et al., 2016). Commitment always involves willingness of the employees that
helps in exerting greater efforts regarding the performance with a desire to stay within the
organisation. This naturally motivates them to stay within the organisation and makes them
ready to achieve higher goal (Hakimian et al., 2016). This is not the case with Mr. Simon as
he does not feel motivated due to his lack of commitment towards the organisation.
Commitment of the employees can be observed by evaluating their performance with the
expectations of the organisation (Hakimian et al., 2016). However, the team leader can create
an environment that will motivate the employee to commit himself towards the organizational
goals.
Some of the key issues that influences motivation is unclear expectations as well as
requirements of the organisation regarding an employee. Lack of motivation happens when

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the employees are unclear about the expectations that the supervisor has with him (Gendolla,
Wright & Richter 2019). This must have happened in the case of Simon where lack of
feedback might have demotivated him. Another issue concerning employee motivation can be
lack of rewards as well as pay. This is one of the most demotivating factor for an employee
(Gendolla, Wright & Richter 2019). Simon being an experienced as well as hard working
employee expected his organisation to support him with rewards that would motivate him to
work efficiently. But lack of rewards in the form of promotion may have acted as a
demotivating factor for Simon. Similarly when the grievances of an employee is ignored or
goes unheard then it further demotivates him as he feels unwanted (Gendolla, Wright &
Richter 2019).
Herzberg’s two factor theory also known as the motivation theory states that there are
specific factors within the organisation that motivates an employee and cause job satisfaction
while there are separate factors within the organisation that causes dissatisfaction and each
set acts independently (Alshmemri, Shahwan & Maude 2017). His motivation theory is
important as the primary motivating factor is not in the environment but within the intrinsic
value as well as the satisfaction that is gained by the job (Alshmemri, Shahwan & Maude
2017). The two factor in his theory is hygiene and motivational factor. The factors related to
hygiene are essential motivating factors within the organisation. However, these factors do
not have long-term satisfaction. Hygiene factors mainly include those facts that pacifies the
employees working within the organisation and prevents them from being dissatisfied.
Hygiene factors also tries to describe the environment of the job (Alston, 2017). These factors
mainly include- payment (that should be in line to the market scenario), administrative as
well as company policies that should be fair and less rigid. Employees should also get health
care benefits and a safe physical working condition. There should be good employee as well
as peer-relationship (Alston, 2017). As stated by Herzberg, the hygiene factor cannot be

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regarded as motivating as the latter leads to positive satisfaction. Motivational factors help
the employees to increase their productivity. Some of the motivational factors are
recognition, feeling of achievement, opportunities for promotion as well as appreciation for
work (Holston & Mushi 2018). These factors motivates an employee to work properly and
gives him a sense of satisfaction. Therefore, the team leader of Simon should adopt this
theory to motivate the latter. It is not necessary to promote Simon but the leader can adopt
other ways to motivate him.
The theory of X and Y by McGregor can also be used in the case of Simon. McGregor
divides the style of management into two theories- theory X and theory Y. Theory X states
that employees feel unmotivated and do not like to work therefore this leads to style of
management that is authoritarian (Kirdina, 2017). As stated in this theory it is necessary for
the management to intervene to get the work done on time. Therefore by applying this style
of management it was concluded that the workers do not take the responsibility of their work
and every time needs to be directed. However, this kind of management can be avoided
(Kirdina, 2017). On the other hand theory Y consists of a participative management. It states
that when employees are happy they feel self-motivated and also take the responsibility of
their work. Therefore Theory Y should be applied in the case of Simon where the team leader
can do things by which Simon will feel motivated (Aithal & Kumar 2016). The above theory
will make Simon take the responsibility of his work and understand where he is going wrong.
Therefore, by the above two theories one can understand the de-motivational factor that
Simon is going through and accordingly the team leader can apply the motivational theories
that will help in solving the issue that is being faced by Simon (Aithal & Kumar 2016). If
theories are applied properly then it will help in motivating Simon and also change his mind.
Motivational theories will further help the team leader to understand the basic needs of the
employees as well as prioritize their grievance so that it can be solved in the least time

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(Aithal & Kumar 2016). They can also use motivational theories to train as well as develop
the skills of the employees who are lagging behind.
Team building is also essential in a workplace as it helps the team members to
understand each other. It also allows the team members to know each other’s weakness,
interests as well as strengths. Team work also helps in boosting the performance of the
employees. There is more competition within a team that motivates an employee to do his
best. It ensures more creativity as well as innovation (Wang, Kim & Lee 2016). Therefore
team building is essential for every organisation. Team building requires a lot of
communication that can solve the individual need of a person as well as motivate him to do
better. Team leaders as well as managers can set clear goals and performance review that will
help the employee to realise the mistake he/she is making while doing work (Aga,
Noorderhaven & Vallejo 2016). Therefore, the team leader of Simon should come up with
team activities that will motivate Simon to deliver his work efficiently and understand where
he is lagging from other employee. The team leader can thus apply the model of forming,
storming, norming and performing that was proposed by Bruce Truckman in the year of 1965
(Kerr, 2017). He said all the factors are necessary for the growth of the team so that they are
able to face challenges, resolve problems and deliver efficient results (Kerr, 2017). The
model will thus be able to resolve the problems that are being faced by Simon.
Therefore to conclude it must be understood that motivation is the most essential
aspect that should be present in every organisation. It is the responsibility of the managers as
well as the team members in an organisation to make their employees feel motivated. If the
employees do not feel encouraged then it will affect their productivity as well as affect their
attitude and commitment towards their work and the organisation. It is also essential to
promote team-building process that will help the employee to understand where they are
going wrong. It will also challenge them so that they can improve themselves. If employees

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does not feel motivated then it can lead to employee turnover. Therefore, the organisation
should take the above factor seriously and deal with it efficiently so that it can reduce
employee turnover as well as keep them satisfied.

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References
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.
Aithal, P. S., & Kumar, P. M. (2016). Comparative analysis of theory X, theory Y, theory Z,
and Theory A for managing people and performance. International Journal of
Scientific Research and Modern Education (IJSRME), ISSN (Online), 2455-5630.
Akhmetshin, E., Morozov, I., Pavlyuk, A. V., Yumashev, A., Yumasheva, N., & Gubarkov,
S. (2018). Motivation of personnel in an innovative business climate.
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life
Science Journal, 14(5), 12-16.
Alston, J. K. (2017). Causes Of Satisfaction And Disatisfaction For Diversity Resident
Librarians–A Mixed Methods Study Using Herzberg’s Motivation-Hygiene Theory.
Avbar, D. (2016). Motivation in the workplace and its influence on the effectiveness of
work. Revija za Univerzalno Odličnost, 3, 222.
Devi, B., Khandelwal, B., & Das, M. (2017). Application of Bandura’s social cognitive
theory in the technology enhanced, blended learning environment. International
Journal of Applied Research, 3(1), 721-724.
Gendolla, G. H., Wright, R. A., & Richter, M. (2019). Advancing Issues in Motivation
Intensity Research. The Oxford handbook of human motivation, 373.

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MOTIVATION AND LEADERSHIP
Hakimian, F., Farid, H., Ismail, M. N., & Nair, P. K. (2016). Importance of commitment in
encouraging employees’ innovative behaviour. Asia-Pacific Journal of Business
Administration.
Holston-Okae, B. L., & Mushi, R. J. (2018). Employee turnover in the hospitality industry
using Herzberg’s two-factor motivation-hygiene theory. International Journal of
Academic Research in Business and Social Sciences, 8(1), 218-248.
Kerr, S. (2017). Forming, storming, norming, and performing (Doctoral dissertation,
ResearchSpace@ Auckland).
Kirdina-Chandler, S. (2017). Institutional matrices theory, or X-and Y-theory: A response to
F. Gregory Hayden. Journal of Economic Issues, 51(2), 476-485.
Koponen, J. (2017). Harnessing the impact of electronic word-of-mouth on purchase
intention of cosmetics based on the functional attitude theory.
Kruglanski, A. W., Baldner, C., Chernikova, M., Lo Destro, C., & Pierro, A. (2018). A new
perspective on the attitude-behavior relation: The essential function of goals. Polish
Psychological Bulletin, 49(1).
Richelle, M. N. (2016). BF Skinner. Psychology Press.
Rožman, M., Treven, S., & Čančer, V. (2017). Motivation and Satisfaction of Employees in
the Workplace. Business systems research journal, 8(2), 14-25.
Salleh, S. M., Zahari, A. S. M., Said, N. S. M., & Ali, S. R. O. (2016). The influence of work
motivation on organizational commitment in the workplace. Journal of Applied
Environmental and Biological Sciences, 6(58), 139-143.

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Wang, X. H. F., Kim, T. Y., & Lee, D. R. (2016). Cognitive diversity and team creativity:
Effects of team intrinsic motivation and transformational leadership. Journal of
Business Research, 69(9), 3231-3239.

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Part 2
Organisational development helps in determining the change that is taking place
within the organisation and analyse the factors that affects the organisations as well as the
employees within the company. Several strategies can also be implemented to introduce
change within the organisation (Hottenrott, Rexhäuser & Veugelers 2016). Team-building is
one such organisational change that helps in meeting with the goals of the company.
Organizational change is a new area for all the companies as well as new professions. The
change in professional as well as organizational development is same but the only difference
is in the focus (Pantouvakis & Bouranta 2017). Before making any policies of organizational
change it is essential to come up with positive strategies. Leadership is also vital because it
gives a clarity of vision and also helps the team mates to communicate effectively
(Ndalamba, Caldwell & Anderson 2018). When the vision is clear then it gives the employee
a better understanding of the organizational change that is taking place. The primary aim of
the essay is to discuss the importance of organizational change and leadership and how the
former can positively or negatively affect the organisation.
The presence of leaders plays an essential role within the organisation. They are the
ones who influence the behaviour of the employees so that they can work effectively as well
as positively. It is the responsibility of the leader to maintain a good interpersonal
relationship with his subordinates (Storey, 2016). They also help the employees to attain
organizational goals that can be achieved through proper guidance. Leaders also provide
motivation either through financial or non-financial incentives to get the work done in an
efficient manner. They also built confidence within the employees and resolves their
complaints as well as grievances (Bakari, Hunjra & Niazi 2017). Leaders in the organisation
also initiate good working environment so that the employees feel safe within the workplace.

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Furthermore they resolve organisational conflicts and maintains a coordination among the
employees so that none of them feels left out. Most importantly the leaders of the
organisation are the ones who induces change that can either be good or bad for the company
(Li et al., 2016). They further clarify as well as inspire the employees to accept the changes
that are taking place within the organisation and see to it that little or no resistance as well as
discontentment is made regarding the change. They also make sure that the employees do not
feel insecure regarding the changes that are implemented within the organisation (Cameron &
Green 2019).
Organisational change thus is the process in which the organisation changes the
structure, technologies, strategies, operational methods and organizational culture of the
company. Organisational change can either be continuous or can be implemented in intervals
according to the need of the organisation. Some of the changes occur due to the failure of the
organisation in specific aspects (Waddell et al., 2016). This is commonly known as failure
induced change where the organsiation changes their strategies, culture, features as well as
technology of the organisation to respond to the failure that takes place within the company
to reach its goals. There are four types of organizational change that are implemented by the
leaders to mitigate with the problem of failure in the organisation (Waddell et al., 2016).
They are- strategic transformational change where the vision of the company are changed
while updating new technology as well as employees are given new training skills that will
help them to achieve the organizational goals. Secondly there is people centric organisational
change includes new parental policies regarding leaves as well as recruitment (Horst &
Järventie 2016). It also includes new role as well as responsibilities for the employees. The
third change includes cultural change that takes place due to mergers as well as acquisitions.
Lewin’s model of change goes well with the structural changes. It includes making
adjustments in smaller teams and creating new teams (Hussain et al., 2018). Lastly,

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organizational change also include remedial change. This change primarily takes place when
a problem is identified within the oragnisation. As these changes are immediate they also
require immediate action. Organisational change mainly occurs when an immediate change is
required within the organisation. However, there are certain barriers to organizational change
such as lack of vision as well as goals, lack of follow-ups, lack of competition within the
organisation that does not let the positive changes to take place (Horst & Järventie 2016).
When organisations are huge then it becomes more difficult to implement changes as
coordination becomes a crucial concern and the oganisation also face a lot of internal politics.
Leaders play a big role to initiate change within the organisation. They have to work
efficiently in the areas that require immediate activity, they coordinate with the management
team as well as the employees to meet the goals of the organisation. While implementing
change they need to follow some of the steps to go ahead smoothly. Firstly they have to
envision the consequences of the change that is whether the change will bring positive or
negative outcome (Van, Kuipers & Groeneveld 2016). Then they need to convince the
employee by telling them about the vision and lastly they ensure that the plan is executed
efficiently. Most importantly the leaders influence the employee as well as the organisation
towards change. The leaders need to be competent to initiate change within the organisation.
Organisational change also requires vision that is brought through positive leadership. Proper
vision will help in motivating as well as inspiring employees (Van, Kuipers & Groeneveld
2016). It also creates mutual responsibility that helps the change to occur smoothly.
Organisational leadership plays a crucial role in evolution and cultivation of the organisation.
Leaders are the ones who bring positive as well as innovative changes within the environment
(Van, Kuipers & Groeneveld 2016). According to Fiedler, the contingency theory highlights
three essential factors that affect the performance of the leaders they are- their relationship
with the employees, task structure that helps them in managing the output of the employees

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and lastly position power where the leaders are required to handle the issues of the
organisation (Otley, 2016).
On the other hand according to the Path-Goal Theory the leaders can only be
successful when they keep their employees motivated and help them to achieve the goal of
the organisation (Famakin & Abisuga 2016). Furthermore, Robert R. Blake and Anne Adams
proposed the Grid Theory. The theory focuses on the demands of the customer that is
considered as one of the leadership concerns that focuses on better management team (Rao,
2017). Therefore depending on the above models the organisations either adopt small
changes or deep changes. These changes are quite essential for all the organisations as it
helps them to improve the internal as well as external functionality of the company. These
changes can either lead to success of the organisation or can even lead to its failure. Effective
leadership is an essential contributor that leads to good organizational performance as well as
change. Effective leadership also helps in bringing effective change in the organisation
(Antonakis & Day 2017). Different types of leadership are required for different levels of
changes that takes place. There are four kinds of leadership styles such as- commanding
leadership, inspirational leadership, logical leadership and lastly supportive leadership. All
these styles of leadership helps in bringing positive change in the development of the
organisation (Antonakis & Day 2017). Effective leaders have clear vision about the future.
Without clear vision the organisational changes might not be successful. Transactional
leadership tries to manage technological changes and also have technical skills but this kind
of leadership gives little attention to the employees and also does not focus on problem
solving (Antonakis & Day 2017). Transformational leadership on the other hand focuses on
technological change but at the same time also considers the problems of their employees, the
leader in transformational leadership acts as a guide and also communicates his vision
regarding the organisation by exercising his skills (Banks et al., 2016). However,

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organizational culture too can bring effective changes in the organisation. The role of the
leader is limited while bringing cultural change. A leader to bring about such change must be
innovative in his approach that can lead the organisation to a sustainable success and can also
help in formulating the organizational strategies for a better future of the organisation (Banks
et al., 2016).
There are various styles of leadership that helps in bringing organisational change.
For instance according to Harms et al (2018), autocratic leadership is when the leader has a
control over every member of his organisation as well as the decisions that are made. Choices
as well as changes are made depending on the interests of the autocratic leader. Employee
advice is not always considered. However, this kind of leadership style makes little change in
the organisation as it impairs the morale of the employees that makes them hesitant towards
change (Harms et al., 2018). On the other hand as stated by Aga, Noorderhaven & Vallejo.
(2016), transformational leadership is a style where the leaders works with the team to
identify the changes that are needed for the organisation by creating a vision that inspires the
employees. This type of leadership style brings good organizational changes that engages all
the employees and reduce the cost of turnover (Aga, Noorderhaven & Vallejo 2016).
Efficient changes can be brought form this style as well as corporate visions can be easily
formulated. Furthermore, Bureaucratic leadership was proposed by Max Weber who stated
that all the employees within the management has to follow the rules and regulations set by
his/her superiors. They primarily focus on the administrative needs of the organisation
(Benner, 2017). However, it has to go through the challenge of reduced productivity and less
changes within the organisation. On the contrary Fiaz, Su & Saqib (2017), mentioned that
Laissez-faire leadership allows the members of their group to bring about the change within
the organisation that leads to lowest productivity. This type of leadership style will work well

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only for those team who are motivated and highly skills otherwise it will lead to poor
performance.
As discussed earlier transformational leadership theory is the best if a change is
required in an organsation. This theory inspires the leader to make a direct communication
among his employees about the desired change that needs to be brought to the organisation. It
helps the leaders to motivate as well as inspire the employees for a certain change that might
be beneficial for the organisation at that moment (Aga, Noorderhaven & Vallejo 2016). On
the other hand Preece (2016), states that adaptive leadership theory that helps the employees
as well as the organisation to adapt to the changing environment and also effectively respond
to the problems that is brought by the change. Adaptive leadership can help when there are
recurring problems that are happening within the organisation due to continuous changes.
Therefore this kind of leadership theory helps in identifying the problem area and involves
every member of the organisation to come up with solutions (Preece, 2017). This further
helps in team building that is essential for organizational changes. Strength-based leadership
theory as stated by Kaufman (2018), maximizes the efficiency, success as well as
productivity of an organisation by paying attention as well as continuously developing the
organizational resources. It focuses on the strength of the employees and helps in building
positivity instead of fixing their weaknesses. This does not mean that it neglects the weakness
but by building talents it minimizes the negative effects of weakness (Kaufman, 2018).
Thereby this theory can contribute to organizational change by motivating the employees to
accept the changes and building their strengths.
However, none of the theories are perfect. Every theory has its limitations. For
instance transformational leaders can develop negative outcome and the theory can only be
successful when there is clear line of communication. It also requires constant as well as
consistent feedback (Aga, Noorderhaven & Vallejo 2016). Adaptive leadership can also

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cause the employees to neglect their work. The leaders of this theory sometimes breaks the
rules and it also requires shift in personal values (Preece, 2017). Thus, leadership is essential
for every organisation however, all leadership theories as well as styles cannot be applied in
every situation as it can have both negative as well as positive consequences. One should
understand the necessity of change that will bring efficient organizational change.
To conclude it must be noted that though the role of the leader is one of the
instrumental factor in bringing change within the organisation other factors should not be
overlooked. One should also consider the internal as well as external role that contribute in
bringing change within the organisation. The changes that take place socially, politically,
technologically also affects the performance of the employees within the organisation as well
as contribute to organizational changes. However, a leader helps in bringing an instrumental
change within the organisation and most importantly motivate the employees who are the
backbone of every organisation.

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References
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.
Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership. Sage publications.
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence
planned organizational change? The role of employees’ perceptions: Integration of
theory of planned behavior and Lewin's three step model. Journal of Change
Management, 17(2), 155-187.
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic
review of authentic and transformational leadership: A test for redundancy. The
leadership quarterly, 27(4), 634-652.
Bennis, W. G. (2017). Post bureaucratic leadership. In American Bureaucracy (pp. 165-187).
Routledge.
Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers.
Famakin, I. O., & Abisuga, A. O. (2016). Effect of path-goal leadership styles on the
commitment of employees on construction projects. International Journal of
Construction Management, 16(1), 67-76.
Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees' motivation:
Perspective from an emerging economy. The Journal of Developing Areas, 51(4),
143-156.

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Harms, P. D., Wood, D., Landay, K., Lester, P. B., & Lester, G. V. (2018). Autocratic leaders
and authoritarian followers revisited: A review and agenda for the future. The
Leadership Quarterly, 29(1), 105-122.
Horst, S. O., & Järventie-Thesleff, R. (2016). Finding an emergent way through
transformational change: A narrative approach to strategy. Journal of Media Business
Studies, 13(1), 3-21.
Hottenrott, H., Rexhäuser, S., & Veugelers, R. (2016). Organisational change and the
productivity effects of green technology adoption. Resource and Energy
Economics, 43, 172-194.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt
Lewin's change model: A critical review of the role of leadership and employee
involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-
127.
Kaufman, E. (2018). Strengths-based leadership for research lab teams.
Li, M., Liu, W., Han, Y., & Zhang, P. (2016). Linking empowering leadership and change-
oriented organizational citizenship behavior. Journal of Organizational Change
Management.
Ndalamba, K. K., Caldwell, C., & Anderson, V. (2018). Leadership vision as a moral
duty. Journal of Management Development.
Otley, D. (2016). The contingency theory of management accounting and control: 1980–
2014. Management accounting research, 31, 45-62.

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Pantouvakis, A., & Bouranta, N. (2017). Agility, organisational learning culture and
relationship quality in the port sector. Total Quality Management & Business
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