The Relationship Between Successful Leadership and Intrinsic Motivations

Mieczyslaw Morawski and Lidia Jablonowska-Luba, from Warsaw University of Technology, used the Reiss Motivation Profile® (RMP) to assess the motivations of ten leaders when implementing significant changes in the Risk Management Department of a large Polish bank with about 600 employees. The study lasted seven years, from 2013 to 2019.

Hypotheses The authors hypothesized that a positive leadership style, defined in the research literature as respect for employees, mutual trust, open communication, listening to employees' views before decisions are made, honestly discussing mistakes, and recognizing contributions, is critical to the effective implementation of critical changes.

Observations of the ten leaders over the course of the study revealed that they all took specific actions associated with positive leadership. For example, they emphasized the importance of communication, offering constructive feedback at least twice a year, holding annual meetings and sending regular emails to announce important developments. They also supported staff development by allowing employees to move within the department and increased engagement by recognizing achievements, organizing breakfasts with board members and planning introductory meetings for new hires.

The authors also hypothesized that leaders who successfully manage planned changes will have some common intrinsic motivations. The most desirable motivations, measured by the RMP, were identified as a strong need for Power, a strong need for Idealism, a weak need for Revenge, and a moderately weak need for Tranquility.

Methods All employees of the Bank participated in surveys designed to assess their level of engagement, and all ten leaders in the Risk Management Division completed the RMP for Business.

Results Over the course of the study, the engagement level of employees in the Risk Management Division increased by 27% (from 44% to 71%), while the engagement level of all bank employees remained relatively stable at an average of 54%. It should be noted that the level of engagement achieved in the Risk Management Department is close to the level found among employees in the best organizations in Poland (77%). These results provided support for the authors' hypothesis that positive leadership is important to support employees during periods of radical change.

Although leaders exhibited a variety of motivational profiles in the RMP, they shared five common intrinsic motivations:

Need for Power: On average, leaders scored 1.5 to 2.0 standard deviations above the norm on this scale. Individuals with a high need for power often work harder in challenging situations, which is necessary when significant changes need to be implemented.

Need for Idealism: On average, leaders scored 1.0 to 2.0 standard deviations above the norm on this scale. People with this need often value fairness and treat others with compassion, behaviors that are likely to increase employee engagement.

Status Need: On average, leaders scored between 0.5 and 1.5 standard deviations below the norm on this scale. Such scores are typical of humble individuals who view others as equals and respect their opinions.

Need for Revenge: On average, leaders scored between 0.8 and 1.5 standard deviations below the norm on this scale. People with a low need for revenge generally value cooperation and avoid conflict, which leads to harmonious relationships.

Need for Peace: On average, leaders scored between 0.5 and 1.0 standard deviations below the norm on this scale. Such scores are typical of individuals who remain calm during periods of stressful change.

Conclusions

These results provided evidence for the hypothesis that successful leaders persevere in the face of challenges, treat employees fairly, minimize conflict, and remain calm when difficulties arise.

Conclusion The study demonstrated the utility of the Reiss Motivation Profile® in identifying intrinsic motivations associated with positive leadership. This management style increases employee engagement during periods of significant organizational change.

Morawski, M, & Jablonowska-Luba, L. (2021). The importance of positive leadership in the change process: An example from the banking sector. Foundations of Management, 13, 85-102.