Relationship Between Organizational Culture and Employee Motivation

The provided assignment is a collection of references to various studies and research papers on the topic of organizational culture and its impact on employee motivation. The sources cover different aspects of the relationship between organizational culture, leadership, work discipline, and performance through employee motivation. The assignment appears to be a compilation of resources for students or researchers in the field of human resource management or organizational behavior.

Running Head: RESEARCH PAPER
Role of Leadership Style and Motivation in Ushering Organization towards Success: A Case
Study of Deutsche Bank
Name of the Student:
Name of the University:
Author Note

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Executive summary
Employees are the backbone of the business organizations that represents the company in the
market. Thus, it is essential for the human resource management to implement effective
leadership styles and motivation for ensuring the success of business organization. Deutsche
Bank is a Germany based investment bank providing financial services with more than 100,000
employees in over 70 countries. Motivation of employees is a critical factor for the success of
any organization. A work force which is motivated signifies high productivity which is of
significant importance towards achievement of organizational goals. An organization should
therefore make significant investment towards motivating the workforce for the purpose of
achieving organizational success. The initial step which needs to be taken by the organizations in
order to motivate their employees is to understand how the employees are motivated. There are
various theories in relation to employee motivation. When an employee is motivated toward the
goal of the organization they are even able to achieve what they thought to be impossible for
them. Along with motivation another important aspect in relation to organization success is that
of leadership. Leadership has been defined as the process of process of providing inspiration to
the subordinates in relation to engaging and performing towards achieving objectives. One of the
simplest definitions of leadership is that it is a process through which a group of people are
motivated towards achieving a common goal. Thus without proper leadership organizational
goals cannot be achieved. Five major chapters namely comprise to form the structure of the
dissertation. The five chapters include an introduction, literature review, research methodology,
data analysis, conclusion, and recommendations. The division of the entire dissertation is crucial,
as this helps in laying an overall foundation of the work and cascading the required and relevant
information in an appropriate manner.

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Table of Contents
Chapter 1: Introduction....................................................................................................................4
Overview......................................................................................................................................4
Problem statement........................................................................................................................5
Research aim................................................................................................................................5
Research objectives......................................................................................................................5
Research questions.......................................................................................................................6
Research rationale........................................................................................................................6
Structure of the research..............................................................................................................7
Summary......................................................................................................................................7
Chapter 2: LITERATURE REVIEW..............................................................................................7
2.1 Introduction............................................................................................................................7
2.2 Leadership..............................................................................................................................8
2.2.1 Leadership theories..........................................................................................................9
2.2.2 Leadership styles...........................................................................................................11
2.3 Employee motivation...........................................................................................................13
2.3.1 Theories of motivation..................................................................................................14
2.3.2 Types of Motivation......................................................................................................17
2.3.4 The relationship between intrinsic and extrinsic motivation.........................................18

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2.4 Conceptual framework.........................................................................................................20
Chapter 3: Research Methodology...............................................................................................20
3.1 Introduction..........................................................................................................................21
3.2 Research Philosophy............................................................................................................21
3.2.1 Positivism......................................................................................................................21
3.2.1 Interpretivism................................................................................................................22
3.2.3 Realism..........................................................................................................................22
3.2.4 Justification of selected Methodology...........................................................................23
3.3 Inductive and Deductive approach.......................................................................................23
3.3.1 Justification for Approach.............................................................................................24
3.4 Qualitative or Quantitative Approach..................................................................................24
3.5 Research Strategy.................................................................................................................25
3.6 Data collection and analysis.................................................................................................25
3.7 Limitations of the study.......................................................................................................26
Chapter 4: Data Analysis...............................................................................................................27
Introduction................................................................................................................................27
Thematic analysis.......................................................................................................................27
Summary....................................................................................................................................35
Chapter 5: Conclusion and recommendations...............................................................................36
5.0 Conclusion...........................................................................................................................36

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5.1 Linking with objectives........................................................................................................37
5.2 Recommendations................................................................................................................40
5.3 Future scope of the study.....................................................................................................41
References......................................................................................................................................42

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Chapter 1: Introduction
Overview
Employees are the backbone of the business organizations that represents the company in
the market. Thus, it is essential for the human resource management to implement effective
leadership styles and motivation for ensuring the success of business organization (Kara et al.
2013). Deutsche Bank is a Germany based investment bank providing financial services with
more than 100,000 employees in over 70 countries (Db.com 2018). Motivation of employees is a
critical factor for the success of any organization. A work force which is motivated signifies high
productivity which is of significant importance towards achievement of organizational goals. An
organization should therefore make significant investment towards motivating the workforce for
the purpose of achieving organizational success. The initial step which needs to be taken by the
organizations in order to motivate their employees is to understand how the employees are
motivated. There are various theories in relation to employee motivation. When an employee is
motivated toward the goal of the organization they are even able to achieve what they thought to
be impossible for them.
Along with motivation another important aspect in relation to organization success is that of
leadership. Leadership has been defined as the process of process of providing inspiration to the
subordinates in relation to engaging and performing towards achieving objectives. One of the
simplest definitions of leadership is that it is a process through which a group of people are
motivated towards achieving a common goal. Thus without proper leadership organizational
goals cannot be achieved (Shanafelt et al 2015).

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As reported by Amaro (2018) there are significant problems which Duchess bank has been
subjected to in the recent years in relation to performance. The organization is not being able to
perform up to the mark and therefore it share price is falling and it is rapidly losing its client
base. In the recent years the bank has witnessed significant losses in terms of revenue. In the
fourth quarter of 2017 the bank reported a loss of 2.2 Billion Euros. The decision in relation to
the payment of dividend is yet to be made by the board of directors. One of the primary reasons
for such poor performance can be that of lack of leadership and employee motivation in the
organization.
Problem statement
Lack of effective leadership style and appropriate motivation hampers the success of the
business organizations (Gopal and Chowdhury 2014). In the case of Deutsche Bank, ineffective
leadership style and motivation is hampering the success of the bank in the market. As a result,
the bank is failing to provide adequate financial support to the people and losing competitive
advantage in the market.
Research aim
The aim of the research is to analyze the impact of leadership style and motivation in
ushering the organization towards success.
Research objectives
The research objectives are:
 To investigate the association between the leadership style and employee motivation for
Deutsche Bank

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 To understand the reason of lack of organizational success for Deutsche Bank
 To provide suitable recommendations for improving leadership style and motivation for
ushering success for Deutsche Bank
Research questions
The research questions are:
 What is the relationship between leadership style and employee motivation for Deutsche
Bank?
 What is the reason of lack of organizational success for Deutsche Bank
 What are the suitable recommendations for improving leadership style and motivation for
ushering success for Deutsche Bank?
Research rationale
The research rationale sheds light on the significance of leadership styles and motivation
in pushing the organization towards embarking success (Shafie, Baghersalimi and Barghi 2013).
The research will help in analyzing the impact of inadequate leadership style and motivation on
the organization for achieving success. The research will identify the gaps and provide suitable
solutions for mitigating the gaps in ushering Deutsche Bank towards success. The primary reason
why this research has been carried out by the researcher is that organizations would be able to
know the importance of leadership and employee motivation in relation to their functions and
operations. This is search would make it clear to the organization that it would not be able to
perform adequately without proper leadership and motivation of its employees.

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Structure of the research
Five major chapters namely comprise to form the structure of the dissertation. The five
chapters include an introduction, literature review, research methodology, data analysis,
conclusion, and recommendations. The division of the entire dissertation is crucial, as this helps
in laying an overall foundation of the work and cascading the required and relevant information
in an appropriate manner.
Summary
In this chapter, it can be summarized that leadership style and motivation is important for
the business organizations and lack of it hampers the progress of the organization towards
success. The chapter lays the overall foundation of the research work by developing the research
aim, objectives and questions.
Chapter 2: LITERATURE REVIEW
2.1 Introduction
This section of the research conducts a literature review in relation to the impact of leadership
styles and employee motivation on the success of an organization. The researcher analyzes the
different style of leadership which includes Autocratic, Democratic, Transformational, Laissez-
faire leadership, Transactional leadership and Team leadership (Bolman and Deal 2017). The
researcher further provides a discussion in relation to employer motivation and organization
success. Both extrinsic and intrinsic forms of motivation have an impact on organization
performance. The extrinsic form of motivation includes rewards, incentives and other monitory

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benefits. On the other hand the intrinsic form of motivation includes independence, acceptance
and satisfaction. Through this section the researchers identified the gap between the research
which has already been conducted and what additional research is required.
2.2 Leadership
As stated by Goetsch and Davs (2014) leadership is complex as it its study is conducted in
various ways and the concept entails various definitions. Bryson (2018) has defined a leadership
as the process of working with people towards achieving new things in a world which is
complicated and changing fast. Ginter (2018) has defined the process of leadership as the way in
which a person leads an organization or group of people. Bolden (2016) states that unlike the
process of management a person cannot be thought leadership, it is rather developed and learned
in the process of practice and coaching. Leadership has also been defined as the process of
process of providing inspiration to the subordinates in relation to engaging and performing
towards achieving objectives. One of the simplest definitions of leadership is that it is a process
through which a group of people are motivated towards achieving a common goal. The
definitions include the requirements of inspiring others and being ready to do so. Ideas either
original or borrowed are the primary fuel of effective leadership. However effective leadership
does not take place until such ideas are communicated to others so that others are engaged
enough to act in a way as wanted by the leader. Goleman (2017) has provided that a leader is a
director and inspiration of the actions. He or she is that person in the group who has the
combination of leadership skills and personality which makes others in the group eager to follow
the directions provided by him or her. In terms of businesses leadership is directly linked to
performance and thus any definition of a leadership has to take it into consideration. Although
the concept of leadership is not related to only making profit, effective leaders are those leaders

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who are able to enhance the performance of their organizations. It has been argued by Haslam
and Turner (2014) that people are born leaders rather then made. On the other hand it has been
argued by Kouzes (2014) that although there are people who are born leaders, there are also
people who can learn how to become leaders by enhancing a particular skill. Leadership can also
be defined as a willing combination of the ability of thinking and acting along with personal
traits which a person has and uses it to direct activities of others achieving common good of all.
Any person can be a leader as history depicts that those without any leadership skills or
experience have stood up in the time of crisis and motivated others to follow their actions.
2.2.1 Leadership theories
Numerous studies have been the source of leadership theories for decades. There are various
theories of leadership. These theories are generally categorized in relation to the aspects which a
person must have to be a leader. A few theories of leadership are discussed through this section
of the research.
2.2.1.1 Great man theory
This theory had evolved the 19th century period. Even where during such period no person was
able to identify or provide scientifically which combination of traits resulted in the formation of
a great leader everyone had the perception that only a man could possess such traits. The theory
further makes an assumption that the traits of a leader are intrinsic which suggests that leaders
are not made they are born. The theory provides that those who have been born to be leaders are
the very great leaders. In addition the theory provides that a great leader will only come to
existence when the situation forces his arrival. The theory had been promoted by a writer and
teacher known as Thomas Carlyle inspired through the study of influential people. However the
theory had been disputed in 1860 by Herbert Spencer, an English philosopher who stated that

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such hears are mere product of their times and acted based on social conditions (Ashkanasy,
Härtel and Zerbe 2016).
2.2.1.2 Trait theory
The trait theory is in same way related to the great man theory. This theory assumes that certain
traits and qualities are inherited by people which make them better compatible to leadership. A
particular behavioral or personality characteristic is often identified by the trait theory. For
instance characteristics like courage, self-confidence and extroversion are traits which may
potentially make great leaders. However it has been argued by Lussier and Achua (2015) that if
these specific characteristic are present in a person who is not a leader then what happens in such
situation. This argument makes the use the trait theory very difficult. There are various people
who do posses the traits associated with a leader however they never seek a role in relation to
leadership.
2.2.1.3 Contingency theory
The focus of the contingency theory of leadership is on specific variables in relation to the
environment which may determine the specific style of leadership to be best applied in a given
situation. The theory provides that in different situation, different leadership styles are required.
This means that no leadership style is best suited for every situation. It has been suggested by
McCleskey (2014) that an effective leadership style is not only in dependent upon the quality of
the leader but also upon striking a correct balance between needs context and behaviors. Good
leaders have the ability to assess their followers, analyze the situation and then accordingly make
adjustments to their behaviors. There are a number of variables on which success depends such
as quality of the followers, aspects of the situation and leadership styles.

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2.2.1.4 Participative theory
This theory suggests that the best style of leadership is the one which considers the efforts made
by others. Participation is encouraged by these leaders along with contribution from the members
of the groups and makes them feel more committed and relevant in relation to the process of
decision making. However the leader under this theory has the right to retain or reject inputs
from the group (Johnson 2016).
2.2.1.5 Relationship theory
This theory is commonly called transformational theories emphasizes in the connection which is
formed between the followers and the leaders. Motivation and inspiration is provided by
transformational leaders to people by giving support to them towards understanding the
importance of an action. The focuses of such leaders are on performance of the group along with
making each member of the group feel good about their potentials. High ethical and moral
standards are possessed by such leaders (Daft 2014).
2.2.2 Leadership styles
Leadership style has been defined by Cashman (2017) as the way in which a leader provides
directions, implements plans and motivates people. The identification of various different
leadership styles has been suggested by Latham (2014) as depicted by leaders in business
political and other fields. The types of leadership styles are as follows
2.2.2.1 Autocratic Leadership
This is a form of leadership which is boss centered. The overall responsibility and authority is
held by the leader under this style. Decisions are made by the leaders on their own without

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making any consultation in relation to the followers. A decision is reached by them which are
then communicated to the followers for the purpose of being followed. Under this type of
leadership style the working environment is very less or not flexible at all. Here the autocratic
leader naturally adds guidelines, procedures and policies to the system. However, the autocratic
leadership style is only applicable in a very few situations (Deichmann and Stam 2015).
2.2.2.2 Democratic Leadership
This is a kind of leadership style where decision making power is provided to the subordinates
along with the leaders. In this situation contrary to autocratic leadership headship is focused on
the contribution of the subordinates. However the final responsibility in this form of leadership
style is of the democratic leader. It is his duty to delegate responsibility to the subordinates and
ensure that they fulfill such responsibilities effectively. One of the distinct features of this form
of leadership style is that it involves both upward and downward communication actively. As
argued by that one of the most preferred style of leadership is democratic leadership. The
qualities which a democratic leader possesses include courage, honesty, intelligence,
competency, creativity and fairness (Klenke 2016).
2.2.2.3 Strategic Leadership Style
In this form of leadership style the person who is the leader is usually the controller of the
organization. However this type of leadership style dose not excludes the inclusion of those
people who are not the heads of the organizations. This type of leadership style is appropriate for
those people who want establish a high performance organization or team. The gap between the
need for practicality and the need for new possibility is filled by the strategic leader. This is done

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through providing a prescriptive of habitat. According to Higgs and Dulewicz (2016) more than
half of the leaders deploy the principles of strategic thinking in decision making.
2.2.2.4 Transformational Leadership
Unlike other styles of leadership, the system of transformational leadership is in relation to
initiating a change within the organization or a team. Through this form of leadership motivation
is provided to others to indulge in actions which are more than what they actually intend to do or
think possible to be done by them. Transformational leaders typically achieve higher
performance by setting more challenging expectations. It has been stated by Shanafelt et al.
(2015) that more committed and satisfied followers result out of transformational leadership
style. The primary reason for this is that the followers are empowered by such leaders.
2.2.2.5 Team Leadership
This form of leadership creates a picture of what it will stand for and where it is heading in the
future. The vision provides and inspires a strong sense of direction and purpose. This style of
leadership constitutes of working with the mind and heart of all those who are a part of the
system. However it has been argued by Bolman and Deal (2017) that there are significant doubts
in relation to the success of this form of leadership style.
2.2.2.6 Laissez-faire Leadership
In this form of leadership authority is provided to the employees. Subordinates or departments
are allowed with little or no interference under this form of leadership. This form of leadership
has been found to be the least effective or lease satisfying management style (Goetsch and Davis
2014).

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2.3 Employee motivation
As defined by Lazaroiu (2015) employee motivation is commitment, creativity and level of
energy which is brought to the jobs by the employees of an organization. Irrespective of the
condition of the economy identifying ways to make the employees of the company motivated is
always a target of the management. Kuppuswamy et al. (2017) has defined employee motivation
as an internal or intrinsic drive to initiate the required action and effort towards activities related
to work. Beltrán-Martín and Bou-Llusar (2018) provides that employee motivation is a
psychological force through which the behavior of an employee in the organization is
determined. According to Kauppila (2018) employee motivation signifies the factor or factors
which make an employee to work towards the goals of the organization. Employee motivation is
the intrinsic drive and enthusiasm for the purpose of accomplishing activities which are work
related. The internal drive which causes a person or makes him take an action is known as
motivation. Motivation has been defined by Závadský, Hitka and Potkány (2015) as the process
which maintains guides and initiates behavior which is goal oriented. Motivation is the primary
principle through which a person indulges into an action whether it is to drink water for
quenching thirst or gaining knowledge by reading a book. Further Lau and Roopnarain (2014)
has stated that motivation is an unconscious or conscious driving force which direct and arouses
action for the purpose of achieving a desired goal. Work motivation has been further defined as
collection of energetic forces which arises from within and beyond an individual to start work
related behavior and to analyze its intensity, duration, direction and form (Njoroge and
Yazdanifard 2014). Motivation is derived from the word mover which is of a Latin origin and
means to move. In contemporary management the word employee motivation denotes the

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process of enticing employees to proceed towards a direction of achieving company goals
(Ahmad et al. 2014).
2.3.1 Theories of motivation
The general assumption in relation to motivation is that behavior is directed away from pain and
towards pleasure. When making a decision people always choose an alternative which would
enhance the pleasure and reduce the pain (Velten and Lashley 2018).
2.3.1.1 Needs theory of motivation
As emphasized by the needs theory of motivation the want of exerting significant level of
contribution towards achieving organizational goals along with the ability of the person who is
providing such contribution to satisfy personal needs is called motivation. According to this
context, certain products do appear striking in an internal state called need. The needs which are
unfulfilled, causes tension that encourage drives in an individual. Such drives cause a search
action to look out some picky goals, if attained, will fulfill the need and lead to decrease in
tension (Sandhu et al. 2017).Needs are said to be psychological or physiological absence that
provokes behavior. Such needs do vary from over time and position, as environmental factors
influence it to be strong or weak (Khuong and Hoang 2015).
2.3.1.2 EQUITY THEORY
John Stacey Adams’ theory of equity explains why conditions and pay do not determine
motivation. It explains us about how giving promotion or pay to anyone may demotivate others.
People who stay are been treated favorably and fairly tend to stay motivated. High feelings of
estrangement and demotivation arise when they are treated unfairly. Employers generally look to
keep equity among the inputs they bring and the outcomes they get in the job, next to those of

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other employees. The theory of equity is about the belief that people give importance to fair
treatment which helps them stay motivated and also the fairness in relation between the
organization and co-workers is maintained (Shahzadi et al. 2014).
2.3.1.3 Motivator-Hygiene factors – Herzberg’s motivation theory
Herzberg’s hygiene factors vs. motivators work place t theory is said to be among the most
convincing and experimental theories discussed about motivation. It is also the only motivational
theory that separates all the demotivating factors from true motivators. This theory brought in the
introduction of the concept of motivation vs. movement. In the history of industrial and
organizational psychology it has produced the most number of replications than any other
research (Knies et al. 2015).
Herzberg had researched about a hundred of companies and its employees and found out that
most companies were using what he rudely refers to as KITA, under the wrong faith that it might
motivate their employees. A kick in the ass, he elaborates, comes in different forms (Yusof et al.
2017).
2.3.1.4 EXPECTANCY THEORY OF MOTIVATION
Expectancy theory of motivation highlights the psychological processes regarding choosing or
choice. It focuses on self-interest among the arrangement of rewards with people’s need and the
correlation between rewards, expected behavior and organizational goals. In the case of
organizations, It assist them to relate rewards directly with their performances and makes sure
that the rewards which are been given to them are the ones needed by the recipients (Antoni et al.
2015).

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2.3.1.5 JOB CHARACTERISTICS MODEL – HACKMAN AND OLDHAM
The job characteristics model which is designed by Hackman and Oldham highlights the point
that the task itself is a key to employee motivation. Job rotation and enrichment is couple of
ways of adding challenges and also variety to a job, which would encourage the workplace
motivation (Sukoco 2017).
It points out that there are five types of core characteristics in which jobs are divided (task
identity, autonomy, task significance, feedback and skill variety) which then forces three crucial
mental states (Knowledge of the actual results, experienced responsibility of outcomes and
experienced meaningfulness) which then influences work outcomes (job satisfaction, workplace
motivation, absenteeism etc.). The above mentioned five core characteristics in which job can be
divided can be combined together and form a (MPS) motivating potential score for a job, it can
also be used as an guide to show how can a job can affect the attitude and behavior of an
employee (Stea, Foss and Christensen 2015).
According to Hackman and Oldham’s motivation theory, the up going workplace motivation is
related to experiencing three mental states discussed below:
 Responsibility.
 Knowledge of outcomes.
 Meaningfulness of work.

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2.3.2 Types of Motivation
2.3.2.1 Intrinsic motivation
Such motivation arise from an Individual’s pleasure or his interest in the given task whereas it
does not includes the working on certain activities for some rewards provided externally, it rather
demands the emotion of one’s self pleasure in the activities. It can also be identified as an
activity without any external incentive. Naile and Selesho (2014) Individuals basically get
motivated when they seen enjoyment, satisfaction of curiosity, with self-expression, interest and
personal challenges in work.
2.3.2.2 Extrinsic motivation
It is completely different to the one we discussed above that is intrinsic motivation. It deals with
the action done to achieve external rewards. The physical surrounding of an individual acts as a
source of extrinsic motivation. The rewards which lead to such motivation are more salary,
incentives, job promotion and job benefits. Siddiqui and Bisaria (2018) state this motivation as
verbal and money reward which is been meditated outside a person on the other side intrinsic
motivation is the internal meditation of a person. A person is seen to be only motivated
intrinsically to a task when there is no reward for it and he is doing it only for the feeling which
he gets from the task. McGregor and Doshi (2015) disagrees and states that an individual can be
either extrinsically or intrinsically motivated or both motivation could take place. Stea, Foss and
Christensen (2015) provide that it is obvious for different motivations to be applied to different
individuals. Antonio et al. (2015) points out that different people choose different ways of
motivation that is some concentrate on intrinsic meanwhile others prefer extrinsic outcomes. As
per Siddiqui and Bisaria (2018) the individuals who choose to be concentrating on intrinsic
outcomes prefer challenges and cognitive task which can help them to monitor their own

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behavior. So if they are given good incentives or external goals nothing will demotivate them
unless and until they go high in extrinsic motivation. For the individuals who are high in intrinsic
motivation, importance is given to the nature of the task and support self set goals and target
(Naile and Selesho 2014). Yusof et al. (2015) argues that extraverts are seen to be intrinsically
motivated whereas introverts are seen to be extrinsically motivated. It not only shows that the
individuals are differently motivated but Both of this motivations have effect on each other
2.3.4 The relationship between intrinsic and extrinsic motivation
The difference among these motivations is noticeable. Though some of the researchers point out
that these two motivations also have an effect on each other. Khuong and Hoang (2015) claim
that at times extrinsic motivation can minify the other one. He also point out that if money is
managed contingently, it minimizes intrinsic motivation. But such events don’t occur if the
money is said to be non contingently circulated. Velten and Lashley (2018) reacts to the
discussion and states that these motivations can work in opposite nature of each other,
meanwhile also having an reinforcing effect “Intrinsic motivation can give high level of
performance and satisfaction, only when the scaffolding of the other motivation is taken care of”.
She further added that both the values can motivate an individual to do their job. However, these
motivations also can have a completely different effect on the employee (Lau and Roopnarain
2014).In the end it can be said that the individuals can be motivated in either way to carry out
their tasks and both of this motivation can emphasize each other. But some cases can be seen in
which we find extrinsic motivation minifies intrinsic motivation. Whereas, some researcher also
point out that all the individuals need not be motivated evenly. Some might be a little more
towards the extrinsic side and other might be more towards the intrinsic motivation. As per
Lazaroiu (2015) Motivation is seen to be a broadly investigated topic. As per Kauppila (2018)

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earlier the research which was been done by Maslow (1943) and Herzberg (1959), who were
among the innovators of their respective subjects. Many explanations were made for example
Herzberg’s definition of motivation in the workplace: refers to performing an action which an
individual is willing to do at that particular moment. As per Njoroge and Yazdanifard (2014)
some separation took place due to some important aspects, Motivation is an individual process
which is described as being purposeful, and is also comprehensive and the main reason of
motivation is to predict behavior. The difference among these two motivations is also explained.
Some persons are intrinsically motivated when they go for satisfaction, pleasure, enjoyment,
interest or curiosity they like challenges in the work. The people who are extrinsically motivated
they go on to achieve some external goals that is seen to be different from the work itself. Both
motivations are a necessity in order to motivate the individuals. The point regarding the
managers is also brought up saying that they should not only concentrate on factors which are
necessary. According to Závadský et al (2015) managers need to look around all the motivating
factors and hygiene to keep the employees motivated.

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Organizational success
Leadership styles
Employee motivation
Autocratic
Intrinsic
Extrinsic
Rewards
Increased salary
Incentives
Acceptance
Satisfaction
Independence
Democratic
Transformational
Team leadership
2.4 Conceptual framework
Figure 1: Conceptual framework
(Source: Created by Author)
Chapter 3: Research Methodology

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3.1 Introduction
An explained discussion on design and methodology regarding the research on the particular
field has been specified. Taylor, Bogda and DeVault (2015) had pointed out that research refers
to searching of new knowledge. An organized method should be used for looking out for such
knowledge. Generally, research methodology is also described as a theoretical and systematic
impression of the different ways that may be used to look out for knowledge successfully. There
are structures, strategies and models that work together to fulfill the requirements of the research
study in a scientific and logical way Smith (2015). Although research methodology cannot be a
solution to the research, as it gives plan regarding the research. Such plans help the researcher to
pick up the most preferable method to complete the research successfully Bryman and Bell
(2015). This particular section discusses about the strategies as well as the outlines of research
methodologies composed with different principles and models. The data collection process,
analyzing strategies and samplings are also involved in research methodology. The research
methodology is divided in order to fulfill the purposes of study.
3.2 Research Philosophy
The basic philosophy of the research study is actually shaped by the researcher strategies and
plans. Under the topic of research philosophy three views are said to be most dominating and are
mentioned below:
3.2.1 Positivism
The first among the views of research philosophy is positivism. The thinking patter of the
scientists and the positivists are said to be identical. In both cases, no social factors other than the
law of nature are seen to take over the mind. Such logical view results in a generalization that
has its base on the recognized and proven laws Bryman (2015). The stress is said to be an

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exceptional tool which can successfully shorten reproduction Sekaran and Bougie (2016) and
inspections which are experimental for the process of analyzing in statistical analysis. However,
many unresponsive expectations of the researchers are seen regarding to the matter of the
research (Thomas, Silverman and Nelson 2015). At the end, the researcher needs to be
transparent and honest regarding interpretations of the gathered information in a value free way
(Neuman 2014)
3.2.1 Interpretivism
In most of the cases the researcher is seen to disagree with the law e.g. generalization law.
Advocating such social aspects might cause them to lose their essential quality if positivism is
totally obeyed while conducting the social researches Veal (2017). Meanwhile, for understanding
the overall situation, difficult social phenomena need the generalization to be applying
successfully bowling (2014). There is a major need for such expressiveness and thus the concept
regarding interpretivism from the research philosophy is used. The mentioned concept is also
referred as social constructionism. It looks out for the theoretical meanings such that the results
regarding the effects can be seen. Such interpretations vary mostly among people who are
unprotected to miscellaneous situations. Overall it is said that an interpretivist studies the factors
that fundamentally exists within the research and its study (Yegidis, Weinbach and Myers 2017)
3.2.3 Realism
This concept regarding realism is basically based on a number of principles. The concept
elaborates that realism is totally independent of individual’s though, his beliefs and
prejudgments. According to social and business science, some powerful sources of social force
exist which can individually influence people without their awareness and make an impact on
their understandings and behavior. However, such social factors which are not related to a person

25RESEARCH PAPER
choice can have a direct impact in a similar way on those individuals that witness the practical
world notwithstanding of their awareness. However, some concepts of positivism and realism are
seen to be similar. Identifying the subject matter mentioned but not the individual persons
themselves is realism. On the other hand, Positivism is an opposite. Realism is seen to be
important for understanding the essential social factors which are social behavior, social
constraints, degree of impact, popular view and prejudgments etc (Hair et al. 2015)
3.2.4 Justification of selected Methodology
The philosophy which has been selected by the researcher is that of Interpretivism. This is
because through the use of this philosophy the researcher would be able to interpret elements of
the study and address the human element of the study. The researcher is able to use the findings
of different authors to analyze his own findings. Further there the researcher provides through
the use of this philosophy that the lack of leadership and motivations is the primary reason why
which Duchess Bank is not able to adequately perform.
3.3 Inductive and Deductive approach
In the research philosophy, under research methodology its coming step is to go for the best
method for the research. If in the beginning of the research the theory is seen to be well
understandable then it becomes easy for determining the best approach. The approaches can be
of two types which are deductive and inductive approach. As per Fellows and Liu (2015) the
study of research is also called the process of developing, planning, analyzing and distributing
the suitable information and knowledge which would help the users respectively, and they will
be able to take the required steps to achieve their objectives and goals. The inductive and

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deductive approach are similar is some situation, the deductive approach is said to be a top down
process. In the beginning a theory had been developed and later a hypothesis was made. The
hypothesis is then tested just to make sure regarding its validity in the study. Meanwhile the
deductive approach looks for knowledge of some serious features by making logical and
generalized statements after studying about the facts. According to Hewson and Stewart (2016)
this approach is based on such theories and concepts which are demonstrated by wide range of
measureable data.
3.3.1 Justification for Approach
For the purpose of this research the researcher has used the deductive approach. The deductive
approach has been used by the researcher because through the use of this approach the researcher
because the data analysis which has been used for the purpose of this research is qualitative in
nature and the deductive approach is best suited for this situation. Through the use of this
approach the researcher is able to state that the lack of leadership and motivations is the primary
reason why which Duchess Bank is not able to adequately perform.
3.4 Qualitative or Quantitative Approach
One of the critical issues in evolving the methodology and the method of determining the
strategies as well as the research study is the nature of the study. Under the point of quantitative
study, it makes sure that the organized data is collected and the interpretation of the results had
been done (Matthew and Ross 2014). However, it mainly deals with the numeric figures.
However, when the research is related to the enquiry of qualitative aspects, qualitative research is
seen to be more favorable. Qualitative data wishes to get the fondness from the study after
considering the factors and all the qualitative clarification regarding the final results. The
interpretation of the final results of the qualitative data defines its advantages. The results might

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contain how a marketing communication combination affects the customers purchasing behavior.
(Hewson and Stewart 2016)
The researcher has selected qualitative data analysis for the purpose of this research. Overall
qualitative data is said to be suitable and hence is considered for the study due to the nature of its
work and the objectives related to the research.
3.5 Research Strategy
A common plan made in order to answer the questions regarding a research is called research
strategy which is also a combination of logical objectives. The source from where the data has
been collected and the limitations which are put on the research are said to be as the basis of the
objectives. The study employed deductive approach with great backing from the interpretivism
thinking (Yegidis, Weinbach and Myers 2017).
3.6 Data collection and analysis
Massive importance is given for the gathering of proper data in a research work. Two types of
data are mentioned which are inclusive of primary and secondary data. The first type indicates
towards the collection of raw data straight from topics meanwhile the other data discusses about
the collection of planned data from different fields. In this case primary data collection is not
been used as it is costly and time consuming (Bowling 2014).
Meanwhile secondary data is considered in this study and is collected for the recognition of
matters totally and also clarifying the results in the best possible way. The advantage of this data
states that it is very convenient and also time saving. The sources from which secondary data is
collected are website-articles, newspaper articles, published statics, literatures, magazine and etc.
These collected data are then sent to be examined by qualitative discussions. Everything is then

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compared and crucial estimation is done to state how marketing communications are affecting
the buying conduct of the customers (Neuman 2014).
Reliability and validity to safeguard the validity and reliability of the research all the required
necessary steps are taken, and to ensure the consistency of the outcomes, the data is collected
from several sources. Meanwhile, the well-established and well-known sources give away the
secondary data. To reduce the boundaries of the study the compulsory steps are taken, to a
certain level where the results of it are said to be valid (Coolican 2017).
For the purpose of this research the researcher has selected secondary data collection method.
The researcher has collected data from various journal article, authentic websites and reports in
relation to the addressing the research objectives.
3.7 Limitations of the study
This study involves some essential limitations which are as follows:
1. Qualitative research is not free of value by nature, and it is a qualitative research.
2. The results might be changed due to the awareness of the researcher, as this research
needs the decision of the researcher to understand the results.
3. The study is based on secondary data. Any dimness in this data might disturb the
reliability of the results of this study.
Required steps are taken to make the limitations to a level where no questions can be
raised and thus the results can be valid.

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Chapter 4: Data Analysis
Introduction
This chapter highlights analyzing the secondary data by using qualitative data analysis
technique. In this chapter, the researcher has developed themes based on the research aim and
objectives that is analyzed. The researcher has also taken into consideration the gap or the issues
identified in the literature review while developing the themes. As a result, the researcher has
been able to identify the potential reasons for lack of effective employee performance thereby,
hampering the organizational success for Deutsche Bank. Upon analyzing the themes, the
researcher has been able to provide suitable recommendations for mitigating the issue and
improving the service provided by Deutsche Bank.
Thematic analysis
Theme 1: Impact of effective leadership styles
The impact of leaders and the leadership styles is still questioned due to the varied
opinions that exist among the individuals. The workplace consists of diversified culture that
often results in friction and conflicts as well as affects the performance of the employees. This
justifies the inevitable significance of leaders and their leadership styles. As investigated by
Bolman and Deal (2017), the major characteristics of leadership are to establish a clear vision.
As a result, the employees are able to adhere to the vision and work accordingly. However, this
characteristic of leadership has received criticism. As criticized by Yukl (2013), along with
establishing the vision, successful leadership shows the path of achieving the vision by ensuring
coordination and balance.

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The study conducted by Hazy and Uhl-Bien (2015), discusses the various functions of
leadership and its effectiveness in ushering the organizations towards success. The study
mentions the generative, administrative, community-building, information gathering and
information using aspects of effective leadership. However, the study conducted by Goleman,
Boyatzis and McKee (2013), argues that the organizational structure, functions and operations
highly influences the appropriateness of the leadership styles. For instance, the leadership styles
used in different organizations differs due to the structural and operational difference.
The study conducted by Puni, Ofei and Okeo (2014), highlights the significance of the
different leadership styles according to the requirement of the organizations. The autocratic
leadership is applicable and justified if the business organization has lazy, untrustworthy and
irresponsible workforce. Thus, the leader has to take the sole responsibility of taking decision
and guiding them for achieving the vision. The controlling and manipulating power of the leader
allows them to form centralized structures, develop procedures and process for forcing the
workforce to achieve organizational goals and objectives. The study also analyses the impact of
democratic and laisser-faire on the financial performance of the organization. Results fail to
highlight a distinctive impact of the three leadership styles on the organizational performance
however, the variance of democratic leadership style was more compared to autocratic and
laisser-faire leadership style. Thus, it can be said that the features of democratic leadership such
greater involvement of the leader with the team members and showing higher level of trust leads
to the formation of responsible and motivated workforce thereby, ushering the organization
towards success.
The study conducted by Iqbal, Anwar and Haider (2015) also shows greater influence of
democratic or participative leadership style on the performance of the employees thereby,

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making the organization successful. The continuous involvement of the leaders with the team
members in democratic leadership style builds power and confidence within the employees
thereby, making them responsible for their roles. However, the study has not completely
unjustified the impact of autocratic leadership style, as this helps training and guiding the new
employees thereby, making the self-reliable and self-responsible.
Theme 2: Impact of employee motivation
The impact of employee motivation is extensively studied, as employees are the driving
force of the business organizations. As commented by Gardner (2014), employees are the
backbone of the business organizations and are the ones representing the company in front of the
customers thereby, making employee motivation utmost significant. However, as argued by
Wright, Christensen and Isett (2013), employees remain motivated only over a specific period, as
with time the factors motivating them keeps on changing. As a result, the factor that motivates all
the employees is still extensively studied. As mentioned by Shujaat and Alam (2013), the
individual needs and demands of the employees determine the motivational factors that are most
effective. This is because the employees come from different background, culture, habits
behaviors, attitudes and perceptions. However, the aforementioned statement has been counter
argued by Uzonna (2013), stating that monetary factors motivates all the employees regardless of
their background.
Various studies have supported the significance of employees in ushering the
organization towards success. This is because responsible, hard working, efficient and sincere
employees gives their best for achieving the organizational aim and objectives thereby,
making it successful. As mentioned by Harunavamwe and Kanengoni (2013), a motivated work

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force is the most productive workforce, as the employees are sincere towards their job roles and
responsibilities. However, the study conducted by Aguinis, Joo and Gottfredson (2013),
criticizes and highlights that in addition to adequate motivation, proper guideline and knowledge
is also necessary for making the workforce productive.
The study conducted by Cherian and Jacob (2013), highlights the impact of intrinsic
motivation such as self-efficacy on the performance of the employees. Self-efficacy is a form of
intrinsic motivation that signifies the inner drive of the employees to be successful in their own
field. The study also sheds light on the fact that intrinsic motivation is difficult to achieve, as the
employees fail to persist on their internal ability for long. It has been discussed in the study that
losing the intrinsic motivational factors hampers the employee performance, as they lose the urge
to fulfill the job roles and responsibilities. However, the study conducted by Zameer et al.
(2014), investigates the higher influence of between intrinsic and extrinsic motivational factors
for the employees. The study mentions extrinsic motivation, that is, monetary benefits never fails
to motivate the employees regardless of the intrinsic motivational factors.
The study conducted by Cerasoli, Nicklin and Ford (2014), highlights the combined
analysis of intrinsic and extrinsic motivation in ushering the organization towards success. This
study also supports the previous study stating the extrinsic motivation is more effective in
ensuring the organizational success. The study was conducted by considering the past 40 year’s
data that showed that the impact of intrinsic motivation is moderate in comparison to extrinsic or
monetary benefits. The results show that incentives improved the performance of the employees
largely due to which the employees are able to fulfill their job roles and responsibilities. In
addition to monetary benefits due to the hard work and effort of the employees make them fee
valued thereby, pushing the organization towards success.

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Theme 3: Relationship between leadership style and motivation
The relationship between leadership style and motivation is extensively researched, as the
association is arguable. This is because some studies suggest that appropriate leadership style is
enough for ushering the organization towards success whereas some studies have contradictory
view saying that both leadership style and motivation are equally important for ushering the
organization towards success. The study by Negussie and Demissie (2013), investigated the
appropriateness of a particular leadership style for motivating the nurses thereby, making the
healthcare service and facility successful. Both transactional and transformational leadership
styles were analyzed in order to determine which style help in motivating the employees better.
Results suggest that transformational leadership style helped in motivating them better thereby,
improving their job satisfaction. This has been supported by Abdullah and Wan (2013), stating
that a satisfied workforce is the most productive workforce. Therefore, it can be justified that
highly productive workforce results in organizational success. Based on the type of job roles and
responsibilities the nurses have, the ability to work with the leaders allows the nurses to identify
the changes, create a vision and execute the vision successfully. Therefore, the appropriate use of
leadership style based on the job roles and responsibilities helps in better motivating the
employees thereby, pushing the organization towards success.
The study conducted by Buble, Juras and Matic (2014), also signifies a positive
relationship between the leadership style and motivation that signifies the success of the
organizations. This signifies that it is essential for the business organizations and the managers to
select the appropriate leadership styles based on the organizational operations and strategy. As a
result, the managers have been able to build highly efficient and dedicated workforce thereby,
leading to high employee productivity. In addition to, the study also suggests that motivated

34RESEARCH PAPER
employees’ shows greater level of dedication, engagement and commitment towards their work
thereby, finishing the work within time. Moreover, appropriate use of leadership and motivation
styles influences the employees to take extra initiatives to complete the work thereby, ushering
the organization towards success.
The study by Caillier (2014), investigates the relationship between leadership styles and
motivation. However, the study has failed to explore fully the relationship between leadership
style and motivation in ushering the organization towards success. The study also supports the
idea that the leadership style that is to be used needs to selected based on the business sector and
operations. This helps in relating to the needs and requirements of the employees and the
organizations thereby, enabling them to work for the betterment of the organization. Thus, both
leadership style and motivation have a positive impact on ushering the organization towards
success.
Theme 4: Organizational performance of Deutsche Bank
Deutsche Bank is one of financial service companies and investment bank in Germany
with more than 100,000 employees and 70 branches all over the world. It is also the 16th largest
bank in the world and was the largest foreign exchange dealer in the world comprising of 21% of
market share. The headquarter of the bank is in Frankfurt, Germany and was one of the
component of the STOXX Europe 50 stock market index until it was replaced in August 2016.
Since its establishment, the bank has provided adequate financial support and help to the
population to settle life (Db.com 2018).
The organizational performance of Deutsche Bank has seen some challenges over the
years. The reviews of the employees suggest that they have been not satisfied working in the

35RESEARCH PAPER
bank. Because of lack of motivation in the employees has resulted in declination of the
organizational performance of the bank. As a result, the success of Deutsche Bank is highly
questioned. Over the years, the banking sector of Germany has seen a rise of financial
institutions providing help and solutions to the people. This has given rise to tough competition
in the both home country and host country for Deutsche Bank (Db.com 2018).
Considering the reviews of the employees, it can be said that the employees of Deutsche
Bank are lacking leadership and effective motivation thereby, hampering their dedication,
commitment and engagement towards work. The banking sector is a customer service sector
where the employees of the bank have to sale their loans and offers to the population. Investing
on the customers is beneficial for the bank, as they are the major source of income for the bank.
As a result, the employees of Deutsche Bank have to give their best and fulfill their job roles and
responsibilities for pushing the organization towards success (Ek and Mukuru 2013).
In addition to, the highly competitive market and target-oriented job tend to demotivate
the employees of Deutsche Bank. The employees are pressurized for achieving as well as over
achieving the monthly targets thereby, making them resilient towards their work. On the other
hand, the recent salary structure developed by Deutsche Bank for the employees is another
reason of demotivation among the employees. The newly developed salary structure is highly
based on the targets due to which the bank has kept reduced value for the fixed salary. However,
the bank has been successful in including both short-term award as well as long-term award for
the employees keeping in mind the motivation that is required to ensure employee job
satisfaction thereby, ushering the bank towards success in this highly competitive market
(Olafsen et al. 2015).

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Theme 5: Methods of improving leadership styles and motivation influencing
organizational success
It is suggested to select the leadership and motivation styles based on the industry or
sector of the particular business organization. The successful relationship is determined due to
the characteristics of each of the leadership styles. As a result, the leaders are able to
communicate with the employees effectively thereby, motivating them accordingly and pushing
them making the organization successful. The study conducted by Khuong and Hoang (2015),
mentions that the initial stage of the research highlighted the lack of motivation and
inappropriate leadership style the employees of auditing companies faced in Ho Chi Minh City in
Vietnam. In addition to, the research also highlights the relatively young nature of the auditing
companies of Ho Chi Minh City in Vietnam in terms of quality and quantity. Therefore, by
keeping in mind the relatively young nature of the auditing companies and the problems faced by
the employees due to ineffective motivation and leadership styles, different leadership styles and
motivational techniques were investigated. Results suggest that relation-oriented leadership,
charismatic leadership and ethic-based contingent reward leadership have a positive association
with motivation for working in the auditing field. The implementation of the aforementioned
leadership styles suggests 64.5% of successful employee motivation for the employees of the
auditing firms. The study conducted by Omolo (2015), also supports that selecting the
appropriate leadership styles based on the company sector helps in improving the employee
motivation techniques thereby, ushering the organization towards success.
However, the study by Yidong and Xinxin (2013), argues with the conclusion made in
the above study mentioning that employee motivation is highly influenced by the inner urge of
the employees. The result highlights the positive relationship between individual perception and

37RESEARCH PAPER
intrinsic motivation thereby, facilitating innovation in them. Creativity and innovations provides
an opportunity for the business organization to leave an impact on the customers thereby,
allowing them to stand out in the competitive. Higher level of innovation and creativity within
the organization suggests highly motivated, dedicated, efficient and productive workforce that
gives their best for taking the organization towards success. Increased creativity and innovations
ensures organizational success, as this provides an opportunity for the business organizations to
stand out from the rest of companies in the same business sector. Thus, developing a vision and
getting appropriate guidance and support for achieving the vision helps in motivating the
employees thereby, ushering the organizations towards success.
Summary
In this chapter, it can be summarized that leadership styles and motivation are crucial in
pushing an organization towards success. Organizations are unable to achieve success due to lack
of effective leadership styles and motivation. This eventually leads to the development of
inefficient and lack of productive workforce. As a result, the respective company is unable to
achieve the targets that hamper their success. In the case of Deutsche Bank, lack of effective
leadership styles and motivation has been noticed that has hampered the success of the
organization. As a result, the Bank has recorded poor and ineffective service to the customers
thereby, hampering the success process of the company.

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Chapter 5: Conclusion and recommendations
5.0 Conclusion
From the above chapters, it can be concluded that lack of effective leadership and
appropriate motivation styles hampers the success of the business organizations. Deutsche Bank
has encountered issues with the use of leadership styles and motivating the employees that has
restricted the success of the bank. In this competitive market, lack of efficient and productive
workforce drags the company back and limits the success of the company. This is because the
employees working for the company are irresponsible, lacks dedication, engagement and
commitment towards their job roles and responsibilities. As a result, the employees of Deutsche
Bank are unable to fulfill their job roles and responsibilities within time thereby, hampering the
service provided by them. Banking companies are considered under service sector, as they
provide financial and investment related services to the population. Thus, lack of effective
leadership style and motivation is hampering the employees of Deutsche Bank in serving the
people thereby, restricting the organization in achieving success. The potential gap for Deutsche
Bank has been identified with the aim of mitigating it for Deutsche Bank.
The aforementioned issues identified for Deutsche Bank in terms of the employees and
organizational successes are supported by the data gathered in the literature review. The data and
information gathered in the literature review highlights the significance of leadership styles and
motivation in ushering the organizations towards success. Lack of leadership style and
motivation results in inefficient and unproductive workforce thereby, hampering the
organizational success. It has been seen that it is important for the employees to have a vision
towards which they will work. Lack of a true leader and appropriate leadership style fails to

39RESEARCH PAPER
create a vision in the employees. As a result, the employees of Deutsche Bank are confused and
lack clear knowledge and guidance how they are going to contribute for the success of the bank.
In the case of Deutsche Bank, lack of effective leadership styles has lead to the
development of demotiavted workforce. The different characteristics of the leadership styles
have led to the formation of different leadership theories. However, not all leadership styles are
applicable for all the business organizations. The nature of the business and the operation highly
influences the selection and implementation of the leadership styles. In the case of Deutsche
Bank, it was seen that the bank failed to use appropriate leadership style that hampered the
success. This is because the operational structure of the bank is distinctive from other sectors
making the needs and requirement of the employees different. As a result, the employees failed
to adjust them with the working nature of the bank. It can also been summarized that leadership
style and motivation have an intriguing association thereby, making them significant
simultaneously. The aforementioned chapters have been able to identify the potential gap in
terms of ineffective leadership style and motivation for Deutsche Bank that is hampering the
success of the bank due to inefficient and ineffective employees. Based on the identified gap, the
research aims towards providing solutions for finding ways of ushering the organization towards
success.
5.1 Linking with objectives
Objective 1: To investigate the association between the leadership style and employee
motivation for Deutsche Bank
In this section, the objectives are linked with the literature review and the data analysis in
order to support the arguments of the identified gaps and justifying the issue. According to data

40RESEARCH PAPER
and information gathered in the literature review, it can be said that leadership styles and
motivation have positive association with each other. The information suggest that the using
appropriate leadership styles highly influences motivation thereby, ushering the organizations
towards success. In the literature review section 2.2 the importance of leadership has been
discussed in determining the success of the organizations. From the data, it can be confirmed
effective leadership is of utmost significance, as leaders help in setting a clear vision as well as
provides guidance of achieving the vision. In addition to, section 2.2.1 and 2.3 highlights the
various leadership styles with their distinctive characteristics and impact of employee
motivation.
In addition, the analysis of theme 3 highlights the positive association between leadership
styles and motivation. The study considered for the analysis states that the leadership styles
needs to be selected based on the business operation type of the organizations. This is because
the employees working for the organizations have different job roles and responsibilities. As a
result, the needs, demands and issues varies accordingly that cannot be mitigated by using same
leadership styles. Thus, the positive association between leadership styles and motivation has
been proven thereby, suggesting both plays a significant role in ushering the organization
towards success.
Objective 2: To understand the reason of lack of organizational success for Deutsche Bank
This objective is linked with the literature review and the data analysis section in order to
justify the potential research gap and determine the barriers in of organizational success.
According to the literature review section 2.2, it can be said that the leaders and their style plays
a significant role in determining the success of the business organizations. This is because

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effective leadership provides an opportunity to work in association with the people thereby,
guiding them to achieve success. In addition to, effective leadership guides a group a people or
the employees to achieve a common goal. Thus, it can be said absence of the aforementioned
qualities of leadership is one of barriers that restricts the organizations in achieving success.
Employees lack motivation towards work if they lack effective leadership. In addition to, lack of
acknowledging and appreciating the efforts leads to employee demotivation. Thus, the business
organizations need to consider both intrinsic and extrinsic motivational factors of the employees.
This fact is also support by section 2.3.2.1, 2.3.2.2 and 2.3.4 of the literature review.
In addition, theme 4 supports the impeccable impact of leadership and motivation styles
for determining the success of the business organizations. The theme analyses the drop of
organizational performance for Deutsche Bank in the past years due to lack of motivation and
leadership styles. The theme highlights the potential reasons that have lead to the development of
demotivated employees for the bank thereby, restricting the bank from achieving success by
prohibiting them to provide impeccable service to the population. Thu, it can be confirmed that
lack of effective leadership style and motivation are the major barriers that restricts the
organization in achieving success.
Objective 3: To provide suitable recommendations for improving leadership style and
motivation for ushering success for Deutsche Bank
After identifying the potential gaps that restricts the business organizations from
achieving success, it is advisable to find solutions to the problem so that business organizations
taste success. The data gathered from the literature review suggests that one of best methods of
achieving organizational success is applying appropriate leadership styles by considering the

42RESEARCH PAPER
business sector of the company. This is because of the distinctive nature of the job roles and
responsibilities the employees have due to the operating nature of the company. Section 2.3.1
highlights the distinctive characteristics of the different leadership styles thereby, suggesting and
justifying their different uses. In addition to, section 2.3.4 highlights the significant impact of
both intrinsic and extrinsic motivation, thereby, suggesting the selection and implementation of
the factors accordingly. Thus, another method of ensuring the success of the business
organization is identifying both intrinsic and extrinsic factors that motivates the employees in
accordance with the leadership styles and use them for effective employee motivation.
5.2 Recommendations
Based on the identified gap in the literature review and in the data analysis, the suitable
recommendations for ushering Deutsche bank towards success are:
Implementing transactional leadership style: Keeping in mind the banking sector, using
transactional leadership style for Deutsche Bank is recommended. This is because the use of
transactional leadership style will allow the leader to emphasize on supervision, performance and
organization of the individual employees. As a result, the leaders will be able to facilitate
compliance for the employees by ensuring both punishments and rewards.
Identifying both intrinsic and extrinsic motivational factors of the employees: Due to
distinctive nature of the employees, their needs, demands and issues also varies. Thus,
identifying the requirements of the individual employees will help in determining the
motivational factors distinctively thereby, developing an efficient and committed work force that
will take the organization towards success. In addition, to it is essential for the leaders to analyze

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the better impact of intrinsic and extrinsic motivational factor for the individual employees
thereby, ensuring success for Deutsche Bank.
5.3 Future scope of the study
The current research only investigates the role of leadership style and motivation towards
the success of the organization. In the research, the various leadership styles and both intrinsic
and extrinsic motivation has also been investigated. However, the current study fails to
investigate which leadership style is appropriate for each of business sectors. Thus, the future
scope of the study is to analyze which leadership style is appropriate for each of business sector
and motivate the employees for ushering the organization towards success.

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