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Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory

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  • Kanat-Maymon, Yaniv
  • Elimelech, Maor
  • Roth, Guy

Abstract

While some research has documented links between supervisors’ leadership style and subordinates’ motivation, little is known about what drives leadership behaviors in the first place. This study aimed to contribute to the scholarly literature on motivational antecedents of leadership by drawing on the self-determination theory (SDT) of motivation and the full range leadership theory. We traced work motivation throughout the leadership process, starting with supervisors’ work motivations as potential antecedents of leadership styles and proceeding to how leadership styles associate with subordinates’ work motivations. A 2-2-1 multilevel mediational model tested on 61 supervisors and their 244 subordinates showed that supervisors’ autonomous work motivation was linked with subordinates’ ratings of supervisors’ transformational leadership which, in turn, was linked with subordinates’ autonomous work motivation. Furthermore, supervisors’ transactional leadership mediated the association between their controlled motivation and their subordinates’ controlled motivation, whereas supervisors’ passive-avoidant leadership mediated the link between their amotivation and their subordinates’ amotivation. Our integration of the full spectrum of SDT’s conceptualization of motivation with the full range of leadership theory provides insights into the motivational processes that naturally direct supervisors toward transformational, transactional, or passive-avoidant leadership styles and their consequent reflection in subordinates’ motivations. The work has both theoretical and practical implications.

Suggested Citation

  • Kanat-Maymon, Yaniv & Elimelech, Maor & Roth, Guy, 2020. "Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory," European Management Journal, Elsevier, vol. 38(4), pages 555-564.
    • Handle: RePEc:eee:eurman:v:38:y:2020:i:4:p:555-564
    DOI: 10.1016/j.emj.2020.01.003
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    References listed on IDEAS

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    1. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
    2. Kanat-Maymon, Yaniv & Yaakobi, Erez & Roth, Guy, 2018. "Motivating deference: Employees' perception of authority legitimacy as a mediator of supervisor motivating styles and employee work-related outcomes," European Management Journal, Elsevier, vol. 36(6), pages 769-783.
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    Cited by:

    1. Gongli Luo & Guangming Zhu & Yanlu Guo, 2023. "Effect of paradoxical leadership on employee innovation behavior in a Confucian context," Asian Business & Management, Palgrave Macmillan, vol. 22(5), pages 2249-2279, November.
    2. M.C. Radames Castro Rivera, 2023. "Motivational factors and leadership in commercial chains in Sinaloa. A theoretical framework," Technium, Technium Science, vol. 8(1), pages 46-59.
    3. Korzynski, Pawel & Kozminski, Andrzej Krzysztof & Baczynska, Anna & Haenlein, Michael, 2021. "Bounded leadership: An empirical study of leadership competencies, constraints, and effectiveness," European Management Journal, Elsevier, vol. 39(2), pages 226-235.

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