Leadership Styles and Employee Motivation

This assignment involves analyzing interview data from a client care manager at RBC. The focus is on understanding how different leadership styles influence employee motivation and job performance within the organization. Students are expected to examine concepts such as transformational vs. transactional leadership, the impact of leadership on organizational effectiveness, and the challenges faced by contemporary leaders in motivating their teams.

Running head: LEADERSHIP IN BUSINESS
LEADERSHIP IN BUSINESS
Name of the Student
Name of the university
Author’s note

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Executive summary
This report aims to examine the leadership styles of Mr. James Duffet who had been working as a client
care manager in Wellington and Simcoe Branch, Royal Bank of Canada, for the past 15 years. Mr. Duffet
had been chosen for the interview for his unique leadership style's that had helped him to thrive in this
organization, in spite of having no business degrees. The research draws attention towards his ability to
cater to the employees and the company's well being, by practicing a transformational kind of leadership.
The person believes in providing open space and opportunity to the employees in order to welcome
innovative ideas and to avoid corporate bureaucracy. Due to his dedication to the workplace and his
popularity among the employees, Mr. Duffet was being honored with the silver award at RBC's Toronto
Market annual RBC Performance Gala.
He had recommended certain factors in order to achieve the shared goals of the followers and the
leaders:-
 Open communication with the employees.
 Positive attitude towards organizational changes.
 Development of strong interpersonal relationships with the employees.
 Giving them authority after proper training.
 Maintaining transparency and honesty between the employees and the employers.
 Appreciating the employees on their success.
Finally his leadership styles have been assessed by the feedback from the employees.

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Table of Contents
Biography of Mr. James Duffet.................................................................................................................... 3
Background of the company........................................................................................................................ 4
Reasons for choosing Mr. James Duffet...................................................................................................... 4
Leadership qualities..................................................................................................................................... 5
Motivation and Empowerment..................................................................................................................... 6
Personality and Loyalty................................................................................................................................ 8
Assessment of the leadership styles............................................................................................................ 8
Conclusion................................................................................................................................................... 9
References................................................................................................................................................ 10
Appendix.................................................................................................................................................... 11
Interview questions................................................................................................................................ 11

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Biography of Mr. James Duffet
James Duffet had been working as a client manager in Wellington and Simcoe Branch, Royal
bank of Canada, for the past 15 years. He is accountable for providing quality service to the customers as
well as accomplishment of the branch. Mr. Duffet belongs to Nova Scotia. He was born and brought up in
a religious family; He did his bachelor’s degree in theology and completed his masters in Divinity from the
University of Toronto. He was honored with the silver award at RBC's Toronto Market annual RBC
Performance Gala, for his outstanding contribution in the company as a client manager.
Background of the company
It is a multinational financial service company and is the largest bank in Canada. The bank
provides services to about 16 million clients, having over 80,000 employees across the world ("Canada
Banking, Investing, and Insurance - RBC", 2018). This bank is one of the leading, diversified, financial
banking services in North America. It assists in giving commercial as well as personal banking, insurance,
wealth management, capital market products, investor services on a global basis. RBC serves personal,
public sector and the institutional clients by their offices in Canada, United `States and 35 other countries
("Canada Banking, Investing, and Insurance - RBC", 2018). The main purpose of this company is to help
the clients and the communities flourish and proper. Their vision is to become one of the world's most
trusted and successful financial institutions.
RBC holds a strong place in the market in its all five segments namely the personal and
commercial banking, wealth management, Investor and treasure services and capital markets and
insurance. RBC is capturing the market with its growing dividend and is considered as a sound
investment for the quality value, dividend growth investors with its extended investment horizon. The
banking culture of this company is protected and is conservative ("Canada Banking, Investing, and
Insurance - RBC", 2018). RBC is the second largest stock holder among the other banks. It is also the
largest bank in the market capitalization and is neck- to neck with the other Td banks, considering the
assets. As reported from the fiscal first quarter financial reports of 2017, there had been a dramatic

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reduction of the losses due to loans in the first quarter ("Canada Banking, Investing, and Insurance -
RBC", 2018). The bank focuses on to improve the management activities, promoting strong operating
leverage in all the segments of its business.
Reasons for choosing Mr. James Duffet
James Duffet have started his career without having any prior experience in the banking sector
nor does he hold any business degree, as perceived from his background. He has developed sets of
management and auxiliary skills with time that have helped him to achieve this prestigious position. The
raw management skill that he has produced is not supported by any bookish theories and this is the main
factor that enables this person to stand out from other banking executives. He has been a member of the
Association of certified anti money laundering specialists (ACAMS). He also has experiences in risk
management and detecting financial crimes and crisis.
Mr. Duffet is accountable for the day to day supervision of the bank's client contact centre which
responds to a wide variety of technical and operational support issue from the clients of various
departments regarding the IRAs, loans, cards , incoming wire transfer and technical support for the online
services. As noted from the interview Mr. Duffet is bestowed with a complete knowledge of all the areas of
banking policies and procedures. This person approves transactions in line with the policies within the
established limits and is also responsible for managing the transactional workflow.
Mr. Duffet has received many rewards and recognition for his performance throughout his
careers, including a position in the BC annual performance convention. His excellent leadership skills
have encouraged the other members to strive for the organization and interpersonal skills. This person
has been chosen for the interview as he possesses an extensive knowledge regarding the organization
and all its banking operations. He has experiences both the good and the bad times. He possesses all the
skills that banking personnel should posses from the ability to interact with the customers to the ability to
interpret and analyze various information to solve problems. The person is accountable for the quality
control related to any financial product. Hence the person plays a pivotal role keeping the company
functioning.

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Leadership qualities
As per the interview taken, throughout his teen years Mr. Duffet had been close to the church and
has always taken responsibilities in organizing activities in his communities. Like this he had developed
an authentic style of leadership of his own. His leadership styles have helped this branch of RBC to
flourish in the field of banking. As perceived from the interview, Mr. Duffet always believed in a
transformational leadership style. Transformational leaders believe in giving autonomy to the workers
such that they can make use of their creative minds and work for the betterment of the company (Clarke,
2013). Yes he had admitted that ' I have only given them the authority, only after I was satisfied with my
training to them'. Characteristics of Mr. Duffet had always been inspirational for the new employees and
he had achieved the success in inspiring the workers to achieve their goals.
It is the essence of the transformational leaders to work in groups and get the work done. Mr.
Duffet had always believed in establishing a good rapport with the employees. It has already been
described that Mr. Duffet had achieved excellence in solving financial crimes. It is to be noted that the
transformational leaders are best in resolving conflicts. Being a client care manager, Mr. Duffet has
always tried to influence the people based on one word; that's trust and honesty. Mr. Duffet has
expresses during the interview, "Once you can make your employees trust on you and themselves, you
can transform your whole life". "You can transform any anger and rage. Attitude changes due to that one
word trust". Showing them trust, providing them with ample space and constant support can help the
employees to rely on Mr. Duffet’s decisions (Lazaroiu, 2015). Mr. Duffet had always preferred to
communicate openly with the employees and have tried to build an honest relationship with the
employees. One of the essential features of the transformational leaders is ' courage', the courage to
change and the courage to adjust with the change, the courage to deal with the company during adverse
times. As told by Mr. Duffet, “courage is the greatest virtue and we need to believe in ourselves and our
peer employees'. A good transformational leader should posses the courage to sacrifice for the greater
good (García-Morales et al., 2013).
A transformational leader always strives to work in the changed system. A leader should be able
to solve the problems by finding experiences showing that an old pattern does not fit in the organization

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(Du et al., 2013). Leaders would often question the ways things are accomplished as they always want to
forward the organization and its people instead of just maintaining a stable environment (Clarke, 2013).
Mr. Duffet had been working in this organization for a long time; he had proceeded towards the success in
a step by step approach.
Motivation and Empowerment
One of the main features of transformational leadership is to motivate the workers (Wong &
Laschinger, 2013). One of the challenges that Mr, Duffet has faced in managing his employees is that
each employee requires different means of motivation. He had always tried to understand the needs and
the behaviors of each of the employees as he knew that they are the revenue makers of the company and
are responsible for the success of an organization. High performance work force is very important in our
organization today (Du et al., 2013). As told by Ng & Sears, (2012), a good leader should be able to
inspire the organizational members to step beyond their task requirements. García-Morales et al., (2013)
has described transformational leadership as a leadership style that fosters change in an organization
and the social system. Sadeghi & Pihie, (2012) has added that a good transformational leader easily
engages with other employees creating a connection that increases the level of morality and motivation in
both the follower and the leader (Kelloway et al., 2017). According to Mr. Duffet there is a distinct
difference between the management and the leadership. ‘Management is a post that has to be assigned,
whereas the leadership is to be called. No leadership post has been assigned to me, yet the employees
always respects me and tries to take my suggestions in every aspect', as expressed by Mr. Duffet. Ng &
Sears, (2012) have said that leadership influences relationships among the employers and the
employees, who intend a real positive change and outcomes that reflect their shared purpose. A perfect
transformational leader should be able to provide a vision for the organization’s future (Kelloway et al.,
2017).
One of the greatest challenge faced by any client care manager is to deal with the irate
customers and juggle among a myriad of responsibilities. One of the greatest ability of a client care
manager is to lead a team (Sadeghi & Pihie, 2012). Transformational leadership qualities enables a
client care manager to guide and support other members in challenging situation with both the customers

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and the staff members to keep up the spirit of the team high and help the team members to consistently
perform well (Lazaroiu, 2015). Rewards and recognitions can be considered as one of the excellent ways
to motivate the employees. Mr. Duffet had admitted that retaining talented employees can be challenging
as it will not only affect the company's turnover but also would affect the morale (Braun et al., 2013).
Mr.Duffet had always applied strategies to motivate the existing employees and keep them hungry and
passionate about work. Increasing payroll and bonuses would not always increase the employee
engagement (Lian & Tui, 2012). Mr.Duffet had always believed awarding the employees for their
excellence in performance. While discussing about the rewards and the recognitions he give to his
employees, he stated, “I use simple gestures like patting them in their shoulder, praise the employees in
front of others for their work, all these gestures keep my peers hungry for the work". This kind of an action
reflects positive encouragement and is an effective approach, leading to more engaged and productive
employees (Sadeghi & Pihie, 2012). Apart from monetary rewards there are other forms of recognition
that can be given to the employees, such as a vacation, mementos, a free lunch and several more
(Manzoor, 2012). Empowerment is an essential skill of a transformational leader. According to Lian & Tui,
(2012), some of the essential components foe empowering the employees includes clarity with timelines,
directions and the budget, full authority with an open door for suggestions and questions, appreciating the
work done privately and publicly. Mr. Duffet had followed certain ways of empowering his employees
(Onorato, 2013). Companies can conduct employees’ surveys for discovering the workforce issues,
workplace concerns. It is necessary to provide on spot feed back to communicate the work force issue to
each other. As stated by Mr. Duffet “you might have to grip your steering wheel really tight for directing
your employees, but it’s high time to let the employees drive". This sort of a statement signifies that he
never believed in the concept of baby sitting and believed in giving flexibility to the employees, which is
one of the key role of a transformational leader.
Personality and Loyalty
The interview reveals that Mr. Duffet had not just thought about the company's profit, power,
status, stability, performance and production. This reflects that he believes more in ' people', influence,
relationship and personal growth. The motivations for the leaders are people, relationship and personal

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growth (Rajhans, 2012). The interview reveals that the person is concerned more with emotions,
standards, ethics and long term goals and long term outcomes. “I have never believed in the concept of
rigidity and control as it tends to squelch innovation and motivation". This kind of a sentence indicates that
like transformational leaders, Mr. Duffet believed in sharing powers rather than clinging to it (Braun et al.,
2013). While discussing about the challenges faced by the transformational leaders he had stated that
role of a modern day leader is not at all easy, as they had to motivate and guide a diversified group of
people (Onorato, 2013). Furthermore, there are several cultural considerations that have to be taken care
off for promoting cultural safety at the workplace (De Vries, 2012). Hence the dynamic nature workplace
can be a challenging factor for the new generation leaders. “In spite of having my employees, team, it
cannot always share anything and everything with them, I know my limits", reflects that being a leader can
sometime be really lonely. Even if in the presence of any conflicts with the upper management, he cannot
expose the behavior of the upper management and tarnish the viewpoint of the employees.
Assessment of the leadership styles
In order to assess the leadership styles of Mr. Duffet, feedbacks had also been taken from his
peer staffs and the juniors. Those feedbacks have been tallied with Mr Duffet's answers. Mr. Duffet had
been asked to mark himself on a scale of 10 on leadership context. Throughout the interview it is
apparent that Mr. Duffet is a people- person and engages most of his time while interacting with the
employees. According to his peers, Mr. Duffet is a person who is true to his words and tries to help out
their employees as much as possible. His trainees have stated that Mr. Duffet had encouraged them to
adopt a leader's vision of reality.
Conclusion
Mr. Duffet had been extremely kind to spare an hour for the interview and have provided a poll of
information regarding the company, his designation and his leadership style. His answers reveal that
empowering the employees, giving them authority, promoting excellent communication between the
employees can greatly encourage and motivate the employees, which completely relates to the
characteristics of a motivational leader. He has employed charisma to gain respect and trust of the

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employees and other stakeholders. His main aim was to raise the levels of ethical aspirations and human
conduct. Mr. Duffet had encouraged the introduction of rewards and recognitions to motivate the
employees to perform well, as he believes that every employee is recognition hungry. Mr. Duffet had
overcome several obstacles like any other present day transformational leaders, yet he had accepted
them as a part of his life and is continuously striving for the growth of the company and the interpersonal
development of himself and the employees. It is already known that a transformational leader comes
across several barriers like conflict of interests and miscommunication, yet keeps on motivating the
employees due to the motivational habits. He is bestowed with excellent communication and
management skills that have helped to bridge the emotional gap between the employee and the
employers.

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References
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and
team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-
283.
Canada Banking, Investing, and Insurance - RBC. (2018). Rbc.com. Retrieved 8 January 2018, from
http://www.rbc.com/canada.html
Cho, Y. J., & Perry, J. L. (2012). Intrinsic motivation and employee attitudes: Role of managerial
trustworthiness, goal directedness, and extrinsic reward expectancy. Review of Public Personnel
Administration, 32(4), 382-406.
Clarke, S. (2013). Safety leadership: A meta‐analytic review of transformational and transactional
leadership styles as antecedents of safety behaviours. Journal of Occupational and
Organizational Psychology, 86(1), 22-49.
De Vries, R. E. (2012). Personality predictors of leadership styles and the self–other agreement problem.
The Leadership Quarterly, 23(5), 809-821.
Du, S., Swaen, V., Lindgreen, A., & Sen, S. (2013). The roles of leadership styles in corporate social
responsibility. Journal of business ethics, 114(1), 155-169.
García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012). Transformational
leadership influence on organizational performance through organizational learning and
innovation. Journal of business research, 65(7), 1040-1050.
Graves, L. M., Sarkis, J., & Zhu, Q. (2013). How transformational leadership and employee motivation
combine to predict employee proenvironmental behaviors in China. Journal of Environmental
Psychology, 35, 81-91.

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Kelloway, E. K., Turner, N., Barling, J., & Loughlin, C. (2012). Transformational leadership and employee
psychological well-being: The mediating role of employee trust in leadership. Work & Stress,
26(1), 39-55.
Lazaroiu, G. (2015). Employee Motivation and Job Performance. Linguistic and Philosophical
Investigations, 14, 97.
Lian, L. K., & Tui, L. G. (2012). Leadership styles and organizational citizenship behavior: The mediating
effect of subordinates' competence and downward influence tactics. The Journal of Applied
Business and Economics, 13(2), 59
Manzoor, Q. A. (2012). Impact of employees motivation on organizational effectiveness. Business
management and strategy, 3(1), 1.
Mendenhall, M. E., Osland, J., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M. L., & Stahl, G. K.
(Eds.). (2017). Global leadership: Research, practice, and development. Routledge.
Ng, E. S., & Sears, G. J. (2012). CEO leadership styles and the implementation of organizational diversity
practices: Moderating effects of social values and age. Journal of Business Ethics, 105(1), 41-52.
Onorato, M. (2013). Transformational leadership style in the educational sector: An empirical study of
corporate managers and educational leaders. Academy of Educational Leadership Journal, 17(1),
33.
Rajhans, K. (2012). Effective organizational communication: A key to employee motivation and
performance. Interscience Management Review, 2(2), 81-85.
Sadeghi, A., & Pihie, Z. A. L. (2012). Transformational leadership and its predictive effects on leadership
effectiveness. International Journal of Business and Social Science, 3(7).
Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the
mediating role of empowerment. Journal of advanced nursing, 69(4), 947-959.

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Appendix
Interview questions
1. How long you have been working in thus company?
2. Did you face any difficulties in your job, as you never had any business degree, or any banking
experience?
3. How was your journey as a client care manager in RBC?
4. Provide an insight to your contribution to the Ontario branch of RBC.
5. Deduce an incident where you really had a hard time in dealing with the clients.
6. Do you think leadership is an inherent quality?
7. How would you describe your leadership style?
8. Which one do you prefer a transactional leader or a transformational leader?
9. Describe the traits that make you a perfect leader.
10. How often do your employees approach you with their grievances?
11. What do you prefer, profit or people? Why?
12. Who is your role model?
13. How do you motivate your employees?
14. How do you empower the members?
15. Can you deduce any such instant where you had to think about company's productivity more than
that of the employees?
16. Have you experienced conflict of interest with your employees?
17. Do you help out the employees in their personal life problems?
18. What are the challenges faced by the present day leaders? Have you ever faced such
challenges?
19. How do you appreciate your employees for their excellence in work?
20. How do you encourage a freshly joined employee to adapt to changes in the organization?
21. What do you observe while hiring someone?
22. What motivates you to do better in your position?