Chapter I

THE PROBLEM AND ITS BACKGROUND

Introduction

According to Musinguzi et al., (2018) “lack of promotion opportunities, and

overwhelming work overload as a source of frustration and demotivation. This lack of

motivation manifests in widespread absenteeism and a high attrition rate such issues

impact public organizations in a negative manner. Leaders play a crucial role in the way

that an organization functions as they are tasked with assuring that employees are

assisting with the completion of organizational goals.

The Saudi Arabia public sector has been reformed in recent years to increase

efficiency and performance (Rahman et al., 2014). According to Hooda, (2015) the public

sector is transitioning from authoritarian to collaborative, participative leadership,

focusing on organizational success and development. Staff effort and leadership styles

impact organizational success, as the working environment changes and demand for

quality products and services increases. Employee engagement is crucial for

competitiveness.

In line with this, one of the local study that conducted by Ijetrm Journal and Larry

Jay Samontina (2019) cited to this study concluded that the level of leadership styles is

very high and the level of motivation of barangay functionaries is high. Both transitional

and transformational leaderships are positively correlated to the motivation of barangay

functionaries. Moreover, the regression model depicts significant influence of leadership

styles on the motivation of barangay functionaries. However, transactional leadership can

singly influence the motivation of the barangay functionaries. Conversely, this study may

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contribute to the administrative division in Davao City that having transactional

leadership style may signify positive role in motivating the barangay functionaries.

Studying leadership style's impact on employee motivation helps identify

effective practices, foster positive work environments, and enable employees to reach

their full potential. Recommendations for leaders to improve their field are based on

findings.

Numerous studies have been undertaken recently on employee motivation, how it

affects organizational and personal performance, the various strategies that leaders may

use to increase staff output, how leaders can influence employee commitment, and more

performance. In order to improve the performance of individuals and teams, researchers

and experts have suggested a variety of ways that leaders might integrate into

organizational culture. After thoroughly reading the documentation, it appears that

employee commitment to task and Leadership are strongly correlated and connected.

However, there are few studies on the impact of leadership style on the elements that

motivate employees. According to this viewpoint, research are required to determine the

implications held by leaders and the degree to which their leadership style in the

workplace affects employees' commitment and motivation. Importantly, research and

analysis are required. It is important for field leaders to comprehend how a certain

leadership style affects how employees behave and how they see their own and the

organization's goals.

Theoretical and Conceptual frameworks

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 This study presents the theoretical framework, conceptual frameworks, and

studies which helps the researchers in conceptualizing the variables undertaken and

which they found useful in the development of this study.

Theoretical frameworks

This study was anchored on James V. Downton Transformational Leadership

Theory, initially proposed by and later expanded upon by James MacGregor Burns in

1978, emphasizes the role of leaders in inspiring and motivating their followers to

achieve extraordinary outcomes. Transformational leaders exhibit behaviours such as

setting a compelling vision, demonstrating charisma, providing intellectual stimulation,

showing individualized consideration, and fostering inspiration and motivation among

their followers.

Another theory developed by Victor Vroom in 1964 the Expectancy Theory,

suggests that individuals are motivated based on their expectations of the outcomes of

their actions. According to this theory, individuals assess the effort they put into a task,

the belief in their ability to perform the task successfully, and the expected outcomes or

rewards they anticipate receiving. These factors, combined with the valence or value

placed on the expected outcomes, influence the level of motivation.

Conceptual Framework

Figure 1 shows the schematic presentation of the conceptual framework of the

study. The first box represents the independent variable which is the different leadership

style and the second box represents the dependent variable, the employee motivation.

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 Independent variables Dependent variables

Leadership Style

 Autocratic
Leadership style
 Democratic Employee
leadership style
 Laissez-faire
Motivation
leadership style
 Situational
leadership style
 Transformational
leadership style
 Charismatic
leadership style

Figure 1. Conceptual framework of the study

Statement of the problem

The study aims to determine the effect of leadership style on employee

motivation among selected cooperatives in Tupi, South Cotabato. Mainly this

study aims to seek the answer to the following questions:

1. To determine the leadership style of offices in selected cooperatives in Tupi, South

Cotabato in terms of:

a) Autocratic Leadership style

b) Democratic Leadership style

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 c) Laissez-Faire Leadership style

d) Situational Leadership style

e) Transformational Leadership style

f) Charismatic Leadership style

2. Determine the employee’s motivation on selected cooperatives in terms of:

a) Self-development

b) Quality

c) Efficiency

2. To determine if there is a significant relationship between leadership style and

employee motivation.

Hypothesis

HO: There is no significant relationship between Leadership styles on employee’s

motivation among selected cooperative in Tupi, South Cotabato.

Leadership Style Employee Motivation

Figure 2. Hypothesis of the Study

Significance of the study

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 The purpose of the study is to examine the effect of leadership style on

employee motivation among selected corporative in Tupi, South Cotabato. The

Researchers conducted this investigation to provide awareness and additional

knowledge to the benefactor’s business owners and Managers, school, employees,

customers and future researchers wherein they can generate relative information,

reorganize new concepts and discover credible references concerning the

leadership style aspect.

The significant of the study implies the importance of research for the broader

extent of the study under investigation. Therefore, the significance of the study

lies in the benefits of the following:

Business owners and Managers– this research will aim in maximizing

managerial effectiveness and achieving organization objectives enabling the top

management to formulate an efficient leadership strategy.

Employee – the result of this study will serve as an eye-opener to every employee

of different firms in terms of varying leadership style of their managers or

supervisors. This study will help them understand why leaders vary in using

leadership style.

Future Researcher– the findings of this study will serve as a foundation for

future researcher/s will gain knowledge, expertise, and an advantage in collecting

the various data for this study and will be more informed about the effects of

leadership on employee performance across all industries.

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Definition of Terms

Cooperatives

Conceptually it is a form of organization wherein persons voluntarily associate

together as human beings on the basis of equality for the promotion of the economic

interest of themselves (H.C. Calvert 2022). In this study, it is a specific type of business

organization that the researcher selected for analysis.

Employee motivation.

Conceptually, it is taking into consideration individual views leading to positive

results give a feeling of accomplishment and valuable (Northhouse, 2018). In this study,

it is an intrinsic and internal drive to put forth the necessary effort and action towards

work-related activities.

Leadership Style

Conceptually, leadership is referred to the competencies of a manager or senior to

influence the subordinates to achieve a goal set by an organization. Effective leadership

helps in developing associations between the employees, resolving conflicts between the

team members, and ensures that a constructive environment is maintained within the

organization (Hasan & Rjoub, 2017). In this study, it refers to a clear and specific

description of the observable behaviors, actions, and characteristics that a leader exhibits

in their interactions with others and the overall approach they take to lead and influence

their team or organization.

Autocratic Leadership Style

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 Conceptually, it is a style of management in which the central authority is strong,

decisions are taken without questioning and subordinates are motivated by threats,

punishments, and awards (Demirtas and Karaca 2020). In this study, the classical

approach to leadership style, the manager makes all the decisions and dominates team

members and Communication tends to be primarily in one direction from manager to

follower.

Democratic leadership Style

Conceptually, Democratic leadership is defined as the leadership in which ideas

are freely expressed and openly discussed and thus defines a collective style of leadership

(Demirtas and Karaca, 2020). In this study, it is Also known as participative style and in

this leadership style, subordinates are involved in making decisions.

Laissez-Faire Leadership Style

Conceptually, in this type of leadership, leaders are hands-off and allow group

members to make the decisions. Derived from the term is French for “let it be” or “leave

alone,” Simply letting the employees work in their own and allowing each one to exercise

being independent (Harness, 2018). In this study, is letting people do as they choose. A

leadership style characterized by a hands-off approach, where the leader delegates

significant decision-making authority to the team.

Situational Leadership Style

Conceptually, it is also known as “organized common sense” is a flexible

framework whose main aim is enable leaders to influence individual behavior and

motivate their followers, adopting a different approach according to each individual level

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of “performance readiness (Leadership Studies, 2017). In this study, it is a demonstration

of the leader demonstrates a willingness to adapt their leadership style according to the

unique circumstances and the development level of their followers.

Transformational Leadership Style

Conceptually, it is a leadership style that can inspire positive changes in those

who follow (Kendra Cherry MSEd 2023). In this study, a leadership approach that causes

change in individuals and social systems. A leadership style characterized by a leader

who inspires and motivates their followers through vision, charisma, and a focus on

individual and collective growth.

Charismatic Leadership Style

Conceptually, it is defined by a leader who uses his or her communication skills,

persuasiveness, and charm to influence others (Sophia Lee 2020). In this study, a leader

who uses his or her communication skills, persuasiveness, and charm to. In this study,

refers to a specific and measurable description of the observable behaviors, traits, and

actions that a leader exhibits when employing charismatic leadership techniques to

influence and inspire their followers.

Scope and limitations of the study

This study is limited only in determining the effect of leadership style on employee

motivation on selected corporative, in Tupi, South Cotabato which are the RST Multi-

Purpose Cooperatives, Tupi Integrated Agricultural Cooperatives, SMIARC-ROS-

Employees and Farms Cooperative and Cebuano Small Coconut Farmers’ Cooperative.

The respondents of the study were delimited to the employees such as field workers,

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office staff, utility personnel and security personnel that official employee in that

cooperatives. Participants in the study must have at least a year or more working

experience in the cooperatives enabling the researcher to gather more reliable

information.

Chapter II

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the review of related literatures and studies, which will bear

relevant concepts and will, help in the development of the study

Leadership

Any individual has the ability to be a manager but not all are made to be leaders.

Managers and leaders differ as they each have their own attributes. It can be said that a

manager is an individual who has the ability to execute a vision they can direct their

subordinates in the path that is needed, and they enforce rules and policies when

necessary. Managers have people who work for them, at times they can be seen as merely

a person who is in charge, and present just to execute tasks. It is very likely that

employees perceive managers to be individuals who are present just to control rather than

as an individual who is there to be of service to them (Northouse, 2019).

Northouse, (2019) stated that On the contrary leaders have many positive

attributes and there is not one single definition. Leaders have the ability to influence

others to move toward the accomplishment of common goals, they have the ability to
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have people follow them based on the example that they are setting. Leaders have the

ability to assure that their followers are dedicated to the goals that have been established.

In the public sector, leaders play a key role within the organization. When it comes to

subordinates, leaders are at the front lines; they are tasked with reaching organizational

goals. Furthermore Fiaz, Su, & Ikram (2017), said that “leadership is a process by which

an individual motivates or influences others to achieve organizational goal. Leaders have

a difficult obligation as they must have different instruments for motivation, as

motivation is based on individual needs. Leaders must be able to have various options for

all the different attitudes and outlooks that are present within the organization. An

effective leader must have the ability to display an effective leadership style that is

compatible with the needs of the followers.

According to Mohiuddin (2017), the leadership style that is displayed impacts the

way an employee performs, and grows. Such impact can lead employees to a positive

attitude where they assure organizational goals are met.

Leadership style

According to Rifa, Sukidjo, and Efendi (2019), a leadership style is a skill that is

utilised to exert a positive impact on others or to inspire them to collaborate in achieving

certain objectives. Moreover, according to Pawirosumarto et al. (2017), a leader's style is

a standard of behaviour that a person utilises while seeking to influence the behaviour of

others, and it is commonly accepted that each leader employs unique patterns to

stimulate, develop, and direct the potential of his followers. Thus, a leadership style may

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be utilised to direct or influence people by effectively and efficiently mobilising available

resources throughout the management process to reach the desired goals.

According to Allafchi (2017) leaders or managers obtain their leading style based

on past experiences or values that shaped their life. Additionally, education and training

are two huge concepts, which influence the approach a leader is using. Additionally Fiaz

et al., (2017) stated that Leadership is essential and an important factor in an organization

as it is a core function which can enhance the overall structure of a company, but also be

a cause of hardships. The development of some leadership approaches was the work of

the psychologists Lewin, White and Lippitt in the year 1939. The identification of

different strategies is crucial when it comes to analysing the success and productivity of a

company or employee with reference to the leadership style.

Autocratic leadership style

According to Chukwusa (2018) Authoritative or autocratic leadership style

involves those in leadership positions, never allowing those who are being led to make

any decisions. Autocratic leadership is a type of leadership that has been referred to as

being leadership by coercion or force. He also stated that the autocratic leadership style is

one in which the individual in the position of leadership has control over every decision

made and does not seek any input from employees. The ideas of the autocratic leader are

formulated upon their own judgments and ideas, and advice is rarely if ever sought from

those being led.

Singh (2017) studies indicated that the autocratic leaders are less creative and

only promote one- sided conversation. This severely affects the motivation and

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satisfaction level of the employees. The autocratic leadership style is however, known to

be effective in the short term. The autocratic leadership styles, mechanistic design of

organizations and authoritarian rules practiced in some organizations is all where

decision-making is concerned. The top management gives orders to employees to

accomplish different tasks. In this type of organizational environment, the employee may

suppress innovativeness and their motivation hinders which has a direct negative effect

on organizational performance, growth and effectiveness.

According to Al Khajeh, (2018) this style of leadership considers the manager to

be the most powerful entity, the primary decision maker and authority. It is based on the

traditional premise that leaders are good managers who direct and control their people.

Those followers (employees) are obedient subordinates who follow orders. He also stated

that autocratic leadership represents all those leaders who makes decision without the

consent of team members and is usually applied when quick decision is taken and team

agreement is not important for acquisition of successful results.

Democratic Leadership Style

According to Teshome (2017) democratic organizations typically have the

following six characteristics: policies are determined by a group of organizations,

technical and job performance measures are discussed so they are understood by all,

leaders provide advice to members in regards to implementing tasks, members are free to

choose with whom they work, The group determines the distribution of tasks, and leaders

try to be objective in giving praise and criticism.

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 The primary characteristics of democratic leadership signifies that group members

are encouraged to share ideas and opinions, even though the leader retains the final say

over decisions and members of the group feel more engaged in the process leading to

encouragement of creativity . Participation is a core characteristic of democratic

leadership; and the ideal of democratic leadership is friendly, helpful, and encouraging

participation (Teshome, 2017).

Chukwusa (2019) has mentioned that the democratic leadership style involves the

participation of subordinates in the decision-making process, and such managers

encourage them to contribute to set objectives and share their ideas for solutions to the

problems.

Laissez-faire leadership style

According to Mensah et al., (2018) the laissez-faire type of leadership style is

based on a belief that is quite strong that the organisational employees know best how to
do their jobs and, therefore, does not require supervision that is direct. Laissez-faire
leadership style provides employees with a great deal of freedom about what they do and
make provision of only a minimum amount of information by the leader to the
employees. It has been stated that the laissez-faire leadership style puts low emphasis on
the performance of employees, which is based on the assumption that people are
uncontrollable and predictable. The laissez-faire leader believes that they should keep
away from any potential difficulties, keep a profile that is low, and give employees the
freedom to pursue tasks as they see fit. However, the laissez-faire leaders are also known
to abdicate making any decisions and to avoid the taking of any type of action.

Accordion to Giao and Hong (2018) Laissez-faire leaders do not interfere in the
thought and actions of employees, even in difficult situations where the role of the leader
is required, but they avoid it, the decision belongs to the employees. However, this
seems to be suitable for employees with self-discipline, high responsibility, and in

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contrast, this style will be difficult to achieve leadership goals with employees having a
low sense of discipline.

According to Fiaz et al. (2017) the main emphasis of laissez-faire style is neither
on people nor performance; the philosophical assumption is that human beings are
naturally unpredictable and uncontrollable, and it is a waste of time and energy to
understand people. And also conclude that laissez-faire leaders tend to avoid
communication and only establish goals and objectives when necessary and required.
Such leaders can work and live with whatever structure put in place without any
criticisms.

Situational Leadership style

Walls, (2019) examined that situational leadership style is a mixture of several

leadership styles in which the leaders adopt any leadership as per the situation demand in

the organization. For example, in a difficult situation like risk, situation leadership allows

the leader to adopt a flexible attitude and incorporate all the employees to make the best

decisions to secure the position of the organization. This creates a constructive work

environment, team collaboration, and identification of resolution to mitigate the risks. On

the other hand, the authoritarian leader adopts a stern attitude and delegates work to the

employees and do not include them in the decision-making process. Under such

conditions, when the authoritarian leader faces difficult issues like risk, he/she succumbs

to immense pressure and faces stressful working conditions. This creates an

unconstructive work environment, team conflicts, and no resolution is proposed for

mitigating the risks.

According to Judy Wolf (2022) Managers that use situational leadership may

more easily adjust to the people they lead and the circumstances in which they work.

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Every aspirant leader should become proficient in the ability to change their leadership

style as part of their leadership development.

situational leadership have been aligned with business management Their primary

focus has been corporate and organizational leadership based on the trait,

transformational, transactional, and ethical and emotional approaches. The application of

situational leadership lends itself to influencing individuals and teams to effectuate

positive outcomes. Chatalalsingh and Reeves (2017) explained that in healthcare settings,

leaders are critical to influencing clinical team practice, patient safety, and quality of

care. Dunn (2020) supports how the adaptability of military leaders employing situational

leadership impacted subordinates in the accomplishment of tasks and missions. Vecchio

et al., (2019) writes in their support that professionals employed in social work, mental

health, therapy, and teaching according to (Jansen, 2022) benefit from the proper

application of situational leadership.

Transformational Leadership style

According to Towler (2019), the individualized consideration entailed paying

personalized attention to the follower. The transformational leaders tended to have

personal interactions with their followers so as to understand their needs and aspirations.

Hadi & Tola (2019) explain that the employee appreciates the personal caring

style of the transformational leader. They add that such a leader inspires positive energy

in the employee through charm and charisma.

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 According to Al-Haj (2017), transformational leadership strongly influenced

employee motivation in Qatar organizations. The transformational leader is supportive

and demonstrates individualized consideration.

Gemeda & Lee (2020) also stated that Because of the positive energy, the

employee is motivated and intrinsically increases effort and performance output. Findings

of an investigation of transformational leadership in South Korea prove aspects of

transformational leadership style encourage innovation. Specifically providing

intellectual stimulation, inspiring followers with appealing vision and setting higher

expectations help to maintain its effectiveness in organization settings.

Charismatic Leadership Style

According to Otteman (2021) focuses on using the leader’s communication style

and emotional appeal to gain follower approval. In other words, they rely on the strength

of their personalities to win over their audience. This style requires the leader to be in

tune with their follower’s emotional needs and possess strong verbal awareness.

Advantages of this theory include the ability to foster a strong sense of trust with

followers and promote large amounts of motivation. These benefits make the charismatic

leader most desirable in times of social uncertainty. Several drawbacks of this theory

include the possibility of follower manipulation and a potential birthplace for fascist rule.

For this reason, it is wise to blend the Charismatic Leadership style with other types of

leadership theories.

According to DeGroot, Kiker, & Cross (2019) Most of the research on

communication and leadership has focused on the charismatic leadership approach.

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Charismatic leaders have been seen as friendly and warm but also strong, dynamic, and

powerful. Meta analytic studies also suggested the connection between charismatic

leadership and positive results.

Bryman (2017) Previous research has suggested that the communication of an

optimistic, enthusiastic, trustful organizational vision encouraged followers to accomplish

goals and the charismatic leader is a highly effective speaker.

Motivation

Owoyele (2017) introduced a model that employee motivation depended on

intrinsic and extrinsic rewards that directly influenced employees and group behavior to

achieve organizational goals. Some employees enjoy satisfaction with a long-term

financial incentive such as pension and some may enjoy immediate satisfaction. Pay-for-

performance can encourage exploration and motivation. Short-term rewards are common

in many organizations. The present research has indicated pay and monetary benefits are

the most significant affecting factors in people’s decisions.

According to Saad & Abbas (2019) establishing a motivational plan necessitates

taking into account elements that motivate employees to perform at their highest level

both individually and collectively, and as a result, leaders have an impact on employee

effectiveness. Additionally Thommen et al., (2017) stated that People respond differently

to certain incentives and they differ in how much time or effort they are prepared to give.

The goal is to get a particular outcome. The issue behind this subject is, that the stimuli

system has to be discovered first in order to make proper use of it. This implies that the

needs and wants of employees are crucial with reference to motivational theories. If the

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needs and motives of employees are known, managers are able to lead their subordinates

accordingly to that knowledge. The fundament of motivational theories is established in

the simple answer of the “why” of diverse behaviour’s and experiences of humans. The

reasons lie within human beings and therefore also within the desire to conduct certain

things.

Self-development

Ellinger, (2018, p. 159) Self-development requires individuals to take on “the

primary responsibility for planning, carrying out, and evaluating their own learning

experiences” Leader self-development focuses specifically on learning experiences in

which leaders take primary responsibility for growth in their own leadership capacities

and in their conceptual frames about the conduct of leadership (Boyce, Zaccaro, &

Wisecarver, 2018). In essence, the leader decides what knowledge and skills he or she

needs to gain and then determines the pathway that best facilitates development in these

areas. This development can occur through a number of outlets, such as job experiences,

seminar courses, workshops, or professional conferences (Noe & Wilk, 2020), as long as

it is initiated by the leader and not formally required by the organization or the leader's

immediate supervisor (Maurer & Tarulli, 2022).

Quality

According to Zack Taylor, (2020), Improves safety and productivity. Safety is a

measure of conscientiousness and reactiveness. High quality work means better results

and better products. The higher quality the work, the fewer re-works are needed, and the

greater overall productivity is. When quality is high for a business, it can be assumed that

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standards for the business are generally high, including safety equipment, safety software,

and safety processes.

In South Africa’s intensely competitive banking environment, in which banks

offer similar financial products to customers, frontline employee service quality becomes

one of the key differentiators for attracting and retaining customers (Basa, 2019).

Walton (2018) asserts that experiencing a high Quality of work is dependent upon

the extent to which jobs allow the employee to use and develop his/ her skills and

competencies. In light of the above - mentioned, jobs should contain a number of features

that would allow employees the opportunity to use and develop their human capacities

and eventually experience quality of work. These features include autonomy,

skill variety, task significance and feedback, meaningfulness, and wholeness.

Efficiency

According to Schermerhorn et al. (2017), cited that Drucker has distinguished

effectiveness from efficiency through his memorable quote: “There is surely nothing as

useless as doing with great efficiency what should not be done at all”. Something is only

efficient when it is effective. In other words, something is efficient if it has a useful

effect. It has to be functional. Hence, one can only talk about efficiency when

effectiveness is already in place.

Employee efficiency is an employee characteristic, which relates to the speed and

accuracy of an employee at the job task. The concept relates to employee productivity,

which provides that the more efficient an employee is, the more productive they will be if

well-managed (Fandom, 2017). Invariably, employee efficiency is a complex measurable

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parameter which characterizes an output produced by efforts and by achievements of an

employee (TaskManagementGuide, 2018).

Love (2020) opined that how successfully resources are assigned in order to 21

achieve organizational goals in the right way determines the efficiency of such an

organization. In other words, how well an organization converts inputs into outputs such

as products, programmes and services speak a lot about how efficient such an

organization is. As a result of this, efficiency contributes to the success of an

organization.

Review of Related Studies

“The Impact of Leadership Style on Employee Motivation in the Automotive

Industry: A British Perspective”

According to Palto Datta (2021) the effectiveness of leadership is critical at all

levels of the organisation. Different organisations use a variety of leadership styles and

methods to improve employee performance by inspiring them and providing them with

adequate opportunities. The research purpose is to examine the impact of leadership

styles on employee’s motivation in the automotive industry in the United Kingdom. The

researchers used a deductive approach in conjunction with the quantitative method to

determine the study's outcomes. A sample of 100 people was used for primary data using

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a questionnaire-based survey. Subjects are from the automotive industry, and the survey

was carried out online. According to the results, Democratic Leadership Style (DLS),

Autocratic Leadership Style (ALS), Laissez-faire Leadership Style (LFLS), Situational

Leadership Style (SLS), Transformational Leadership Style (TLS), and Charismatic

Leadership Style (CLS) are among the six study variables that are highly significant in

terms of employee motivation. Autocratic Leadership Style (ALS) and Charismatic

Leadership Style (CLS) were determined to be the study's less significant variables

(CLS). The findings suggest that there is a positive relationship between leadership styles

and employee motivation. The findings of this study can be used to develop strategies

and achieve goals by developing and implementing a good leadership style.

Transformational leadership is important, and leaders and managers should strive to

demonstrate it in their daily activities. This study's findings have both academic and

commercial implications. Leaders should use suitable styles and an inclusive and

equitable incentive scheme to motivate employees by setting expectations.

“Leadership Style and Motivation for Enhancing Employee Productivity”

According to the study of Agatha Rinta Suhardi (2021) achievement of

productivity of each employee decreased during April to June 2016 and in July 2016

experienced a not significant increase. This shows the leadership's ability to direct

employees to achieve the level of productivity established by the company. The purpose

of this study is to find out how much influence leadership style and motivation have on

employee work productivity. This research method uses descriptive and verification

methods with data collection techniques through questionnaires. The results showed that

leadership style and motivation had an effect on increasing employee work productivity.

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This is based on a test of the coefficient of determination which shows that leadership

and motivation styles have a strong relationship to increasing employee work

productivity.

“Influence of Leadership Style on Employee Motivation and Performance”

According to Dr. Sarika Suri (2016) leaders have always existed and the act of

leading is as old as humanity. The present study aimed to investigate and evaluate the

relationship between leadership style and employees motivation in an organization. It

went ahead in ascertaining the impact of leadership on employees’ performance and

productivity, which is the hallmark of the organization goals and objectives. The paper

intends to establish the role of leadership style in motivating the employees to be

committed to their work. The study draws understanding on the underlying mechanisms

that enable leaders to affect employee motivation, and consequently, their organizational

oriented ventures. The study revealed that there is significance relationship between

leadership style and employees’ performance in the attainment of organization goals and

objectives. The effects of leadership on employees’ motivation and performance have a

great impact on the overall wellbeing of the attitude of workers. It is recommended to

have a balanced leadership style to equally reflect much interest in people to enhance

employee performance for a competitive advantage.

”Impact of leadership style on employee motivation in public sector: The case of

Adea Berga Woreda West Shao Zone Oromia Regional State”

A study conducted by Negash Eshetu Dilellecha (2020) The purpose of this study

was to examine the impact of leadership styles on employees’ motivation in public

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sectors of Adea Berga Woreda, west Shoa Zone of Oromia Regional state. The study

adopted explanatory and descriptive research design with mixed method approach to

answer the research question. Stratified random sampling method was applied and sample

was taken from five public sectors.1334 were study population and177 employees and

leaders were obtained as a sample for the study. To achieve the objective of these study

quantitative data was collected in self-administered close ended questionnaire from

employees and leaders who were selected as a sample. Qualitative data was also collected

from participants using semi structured interview to validated quantitative result.

Descriptive statistics and regression analysis methods were applied for data

analysis with the help of SPSS version 20. The researcher found that the dominant

leadership styles were democratic followed by transformational leadership style and

employees’ motivation was moderately motivated. The result of regression shows that all

independent variables had statistically significant positive effect on employees’

motivation. The study recommended that incorporation of democratic principles like the

act of leaders always consider staffs as part of decision-making process.

Leaders frequently communicate with their employees, developing and maintainin

g relationshipbetween employees and leaders, employees are encouraged to share ideas

and opinions motivate employees. Additionally application of transformational principles

like idealized influencing, inspirational motivation, intellectual stimulation and

individualized consideration has strong impact on Employees’ motivation in

public sectors.

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 Chapter III

RESEARCH METHOD AND TECHNIQUE USED

This chapter will discuss the methods and procedures used in the study. It

includes the research design, locale of the study, respondents of the study, sampling

technique and data gathering tools, data gathering procedures and statistical treatment.

Research Design

In conducting this study, the researchers will use Quantitative Research to gather

data. This involved the use of survey and adopted/modified questionnaires in response

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alternatives to make it easier for the respondents to answer the questions. Quantitative

research numeral data are collected and analyzed using statistical methods. Regression

analysis will use in this research to determine the significant relationship between the

effects of leadership style on employee motivation among selected cooperatives in Tupi,

South Cotabato.

The study will utilize a combination of descriptive quantitative and correlational

research design. It describes and correlated the effect of leadership styles on employee’s

motivation among selected cooperatives in Tupi, South Cotabato. This design is

appropriate for this study because according to Calmorin correction (2016) it is a design

suitable in order to determine the relationship between two variables. This design is

deemed appropriate as the core of this study is to identify if the effect of leadership styles

correlate on employees motivation.

The researcher will use a structured questionnaire to assess the effect of

leadership style and its significant relationship on employee motivation among the

selected cooperatives in Tupi, South Cotabato.

Population and Sample

The respondents of this study will be the regular employees of the selected

cooperatives in Tupi, South Cotabato namely RST Multi-Purpose Cooperatives has a 230

total of regular employees, while Tupi Integrated Agricultural Cooperatives has a 27 total

of regular employees, SMIARC-ROS- Employees and Farms Cooperative has a total of

2 regular employees, and Cebuano Small Coconut Farmers’ Cooperative has a total of 3

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regular employees The total population of the regular employees of the selected

cooperatives are 262.

Slovin’s Formula

Slovin’s formula is used to calculate the sample size necessary to achieve a

certain confidence interval when sampling a population. This formula is used when you

don’t have enough information about a population’s behaviour (or the distribution of a

behaviour) to otherwise know the appropriate sample size.

Slovin’s formula is written as: n= N / (1+Ne2)

Where: n= the number of samples N=the total population

Where: n= 262 / (1 + 262 (.08)²)

n= 98 Total of sampling size

Table 1.
Population of the Respondents
No. of Employees Name of Cooperatives

66 RST Multi-Purpose Cooperatives

27 Tupi Integrated Agricultural Cooperatives

2 SMIARC-ROS- Employees and Farms Cooperative

3 Cebuano Small Coconut Farmers’ Cooperative

Total 98

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 Researcher choose the longest running cooperatives and top 4 cooperatives that

currently operating in Tupi South Cotabato. According to Mr. Noel Del Monte of Office

of the Municipal Agriculturist (OMAG) there is 11 total of cooperatives that currently

register in Tupi, South Cotabato. And he stated that RST Multi-Purpose Cooperatives,

Tupi Integrated Agricultural Cooperatives, SMIARC-ROS- Employees and Farms

Cooperative and Cebuano Small Coconut Farmers’ Cooperative are the top four

cooperatives will be highly relevant to the local community in Tupi. It could be actively

involved in addressing the needs and concerns of the community members, particularly in

areas such as agriculture, financial, services, and general socio-economic development.

By studying their practices, strategies, and challenges, researchers can gain meaningful

knowledge that they may apply.

Tupi Integrated Agricultural Cooperatives has been operating for 43 years in the

agricultural industry, while SMIARC-ROS- Employees and Farms Cooperative is a

financial cooperative that has been serving its members for 37 years, RST Multi-purpose

Cooperatives has been operating for 10 years and Cebuano Small Coconut Farmers’

Cooperative has been serving its members for 33 years. These cooperatives are open to

collaboration and willing to share their experiences and knowledge. Cooperation from the

cooperatives can greatly enhance the study's effectiveness and provide a deeper

understanding of their operations. These three cooperatives have proven themselves to be

reliable and successful in their respective industries, making them ideal choices for

collaboration and partnership.

The researchers will utilize the purposive sampling technique where the

regular employees of the selected cooperatives during specific period will be approached

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to participate in the study. Purposive sampling is indeed a technique used in research

methodology to select participants or subjects for a study based on specific characteristics

or qualities. It is a non-probability sampling method that focuses on selecting individuals

who are most likely to provide relevant and informative data to address the research

objectives or questions.

The Effect of Leadership Style on Employee Motivation

among Selected cooperatives in Tupi South Cotabato

Leadership style Population and Sample

Autocratic Leadership style Employee of selected

cooperatives in Tupi, South
Democratic Leadership style Cotabato

Laissez-Faire Leadership style Locale of the Study

Situational Leadership style

Selective cooperatives located
in Tupi, South Cotabato.
Transformational Leadership
style
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Charismatic Leadership Style
Instrument Used
 Figure 3. Research Design

Locale of the Study

This study will be conducted among the top 4

cooperative that currently operated in Tupi, South Cotabato. The Tupi is a Municipality

located in the province of South Cotabato, Philippines known for its; rich in agricultural

sectors particularly in the production of coffee, pineapple, and other high value crops.

The study focuses specifically on the cooperatives operating within the boundaries of

Tupi. These cooperatives may include agricultural, credit, and man power (Guide to the

Philippines 2020).

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 This locale of the study aims to examine the effects of leadership style on among

employee’s motivation within selective cooperatives located in Tupi, South Cotabato. By

assessing various indicators of motivation and utilizing different data collection methods,

the study aims to provide valuable insights for cooperative leaders to enhance their

management practices, improve employee motivation within the cooperatives. Tupi is a

municipality situated in the province of South Cotabato, located in the southern region of

the island of Mindanao in the Philippines. The municipality is recognized for its thriving

agricultural sector, with various selective cooperatives operating in diverse industries

Table 2.
List of Cooperatives in Tupi, South Cotabato

Cooperatives Address
1. Tupi Integrated Agricultural Cooperatives Lower Poblacion Tupi, So. Cot.
2. SMIARC-ROS- Employees and Farms Cooperative Bololmala Tupi, South
Cotabato
3. RST Multi-Purpose Cooperative Prk.14 Poblacion Tupi, So. Cot.
4. Cebuano Small Coconut Farmers’ Cooperative Cebuano Tupi, South Cotabato

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 Figure 4. Locale of the Study

Instrument Used

The researchers adopted and modified the questionnaires from the different

studies. First is from the study of Roselia Vasquez (2019) entitled The Effect of

Leadership Styles on Employee Motivation and Job Satisfaction in the Public Sector,

second is from the study of Eshetu (2020) entitled Impact of Leadership Style on

Employees Motivation in Public Sectors: the Case of Adea Berga. Next is from the study

of Terry Ntinyari Ndururu (2019) entitled Impact of Charismatic Leadership Style on

Employee Performance Within Cooperative Bank of Kenya Limited.

An adapted and modified questionnaire will be used as the primary instrument

for data collection. The first part of the questionnaire is related with leadership style and

the second part is related with employee motivation. It is the instrument will be use by

the researcher to collect data and information.

Data Gathering Procedure

Ask approval to the Dean of CBGG to conduct the study

Send a letter to the owner for the approval of conducting the

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Prepare the survey questionnaires

 Figure 5. Data Gathering Procedures

Before conducting the study and gathering the data, the researchers send a letter to

Dean with the constructed title by the researchers entitled “The Effect of Leadership

Style on Employee Motivation among Selected Cooperatives in Tupi, South Cotabato”.

Then the researchers prepared survey questionnaires.

Upon the approval of the letter, the researchers personally distributed the survey

questionnaire to the respondents. Then, the researchers will wait for the respondents and

took their time answering the given questions. The researcher’s collectend the entire

questionnaire personally after the respondent’s accomplishend the questionnaire. Lastly,

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the researchers tabulated, analysed, and interpreted the data gathered. They answer the

following survey questions that serve as primary sources.

Statistical Treatment of Data

The researcher will be using different statistical tools in providing a systematic

way of organizing the analysed data use to gather in order to answer the questions

depicted in the study. The following are the statistical tools to be used:

Weighted Mean – weighted mean will be used to identify the corresponding

weight and the value of any particular observation measure.

Σfx
Formula: x=
N

Where:

X = Weighted Mean

f = Frequency

x = sum of all result

n = Total number of respondents

Pearson Correlation Coefficient

The Pearson correlation coefficient (r) is the most common way of measuring a

linear correlation. It is a number between –1 and 1 that measures the strength and

direction of the relationship between two variables (Shaun Turney, 2022).

r = (Σ(Xi - X̄ )(Yi - Ȳ)) / sqrt(Σ(Xi - X̄ )² * Σ(Yi - Ȳ)²)

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 Where:

r is the Pearson correlation coefficient

-Xi and Yi are the individual values of the two variables

X̄ and Ȳ are the means of the two variables

Σ denotes summation, which means adding up all the values.

Data Processing

This study utilized as inferential statistics in data analysis. Specifically, it

used weighted mean, and regression analysis to determine the significant

relationship between the effects of leadership style on employee motivation

among selected corporative in Tupi, South Cotabato, furthermore, the survey

applied a 5-point Likert scale format and interpretation is shown in the table

below.

Table 3.
Rating Scale and Qualitative Description for Leadership Style and Employees
Motivation
Rating Scale Interval Description

5 4.21 – 5.00 Strongly Agree

4 3.21 – 4.20 Agree

3 2.61 – 3.20 Neutral

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2 1.81 – 2.60 Disagree

1 1.00 – 1.80 Strongly Disagree

Generally, the results of the survey questionnaires for leadership style on

employee motivation among selected corporative in Tupi, South Cotabato,

coming from respondents were interpreted based on the mean it accumulated;

4.21-5.00 means strongly agree, 3.41-4.20 means agree, 2.61-3.20 means neutral,

1.81-2.60 means disagree, and 1.00-1.80 means strongly disagree.

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