Project: Quantitative Research Methods and Analysis
The Effect of Intrinsic Motivation on the relationship between
Empowering Leadership and Employee Performance in times of
Covid-19.
,Introduction
COVID-19 has impacted the working methods of companies severely, employees are
now working remotely from home. 1214 employees across different sectors and
demographics were surveyed by The Martec Group. The study found that most employees,
27%, were discouraged, 25% of the employees were hopeful and 16% are thriving under
working from home (Caldwell, 2020). OECD (2020) concluded that working remotely can
increase or decrease employee performances, this depends on certain factors.
Empowering leadership has a positive impact on job performance, according to the
research of Kundu et al. (2019). The positive impact on performance is stronger if leaders try
and succeed in developing psychological empowerment among employees. Furthermore,
According to Hao et al. (2017) empowering leadership has different effects on the work
performance of employees. Seema, Curtis & Reddy (2020) found that intrinsic motivation of
employees affects the job performance and productivity of employees.
The COVID-19 virus and subsequent worldwide lockdown are still ongoing. There
has been little information about the economic and social impact the lockdown has on our
society, there is a research gap on how managers should lead and inspire their employees
when working remotely. Different tactics have been used by managers to navigate their
workforce through these times with varying levels of success.
In response, we bring intrinsic motivation forward as a moderator to explain the
relationship between empowering leadership and job performance. We hypothesize that
intrinsic motivation has a positive effect on the relationship. We will address the following
research question: “When does empowering leadership have a positive effect on employee
performance in times of coronavirus?”. By empowering followers individually, the overall
team performance to whole adds up more than the sum of its parts and therefore positively
impacts job performance (Dulewicz & Higgs, 2005). El Toufaili (2018) states that employees
with high intrinsic motivation tend to work better in a more challenging work environment
and correlates positively with job performance.
This research offers several contributions to the existing literature about the
empowering leadership and the role of intrinsic motivation on job performance. First, this
research gains new insights on the moderating role of intrinsic motivation on job performance
1
,(Dysvik & Kuvaas, 2011). Second, through this research managers have a new
comprehension on how job performance is affected by empowering leadership. Furthermore,
this research provides knowledge on how to increase job performance through empowering
leadership.
Theoretical Framework
Empowering leadership
According to Sharma & Kirkham (2015), empowering leadership is defined as the
behavior of leaders towards individuals or entire teams. These behaviors consist of delegating
authority to employees, coaching, asking for input (Z. Chen, Lam, & Zhong, 2007; Konczak,
Stelly, & Trusty, 2000), promoting their self-directed and autonomous decision making and
sharing information. The interest in empowering leadership has increased given the
continuing flattening of organizations, the growing complexity of work and more reliance on
teamwork. (Seibert, Silver, & Randolph, 2004).
2
, Employee performance
Employee performance is the extent to which the employee performs. Therefore, we
define the performance of the employee as job performance. Job performance is defined as
“the total expected value to the organization of the discrete behavioral episodes that an
individual carries out over a standard period of time” (Motowidlo & Kell, 2012, pp. 2). There
are different types of job performance. According to Motowidlo & Kell (2012), job
performance can be subdivided in task performance, contextual performance and adaptive
performance. Task performance covers a person’s contribution to the organizational
performance. Contextual performance consists of behavior that goes further than what is
stated in the job description, thereby supporting the social en physiological environment of
the organization. Adaptive performance consists of handling crisis, emergency situations and
stress.
Relationship between empowering leadership and employee performance
Empowering leadership emphasizes leaders to share their power with subordinates
(Vecchio et al., 2010). According to Vecchio et. al (2010), employees who are offered greater
opportunities for self-employment and autonomy will manifest superior outcomes. Several
empirical studies support this view that employees perform better when empowered by their
leaders (Ahearne et al., 2005; Pearce and Sims, 2002; Raub and Robert, 2010; Vecchio et al.,
2010).
H1: There is a positive relationship between Empowering Leadership and
Employee Performance
Intrinsic motivation
The definition of intrinsic motivation states: “Intrinsic motivation is defined as the
doing of an activity for its inherent satisfaction rather than for some separable consequence.
When intrinsically motivated, a person is moved to act for the fun or challenge entailed rather
than because of external products, pressures or reward” (Deci & Ryan, 1985, pp. 56).
According to Deci et. al (1989), the participation in the work is its own reward when an
employee is intrinsically motivated.
3
The Effect of Intrinsic Motivation on the relationship between
Empowering Leadership and Employee Performance in times of
Covid-19.
,Introduction
COVID-19 has impacted the working methods of companies severely, employees are
now working remotely from home. 1214 employees across different sectors and
demographics were surveyed by The Martec Group. The study found that most employees,
27%, were discouraged, 25% of the employees were hopeful and 16% are thriving under
working from home (Caldwell, 2020). OECD (2020) concluded that working remotely can
increase or decrease employee performances, this depends on certain factors.
Empowering leadership has a positive impact on job performance, according to the
research of Kundu et al. (2019). The positive impact on performance is stronger if leaders try
and succeed in developing psychological empowerment among employees. Furthermore,
According to Hao et al. (2017) empowering leadership has different effects on the work
performance of employees. Seema, Curtis & Reddy (2020) found that intrinsic motivation of
employees affects the job performance and productivity of employees.
The COVID-19 virus and subsequent worldwide lockdown are still ongoing. There
has been little information about the economic and social impact the lockdown has on our
society, there is a research gap on how managers should lead and inspire their employees
when working remotely. Different tactics have been used by managers to navigate their
workforce through these times with varying levels of success.
In response, we bring intrinsic motivation forward as a moderator to explain the
relationship between empowering leadership and job performance. We hypothesize that
intrinsic motivation has a positive effect on the relationship. We will address the following
research question: “When does empowering leadership have a positive effect on employee
performance in times of coronavirus?”. By empowering followers individually, the overall
team performance to whole adds up more than the sum of its parts and therefore positively
impacts job performance (Dulewicz & Higgs, 2005). El Toufaili (2018) states that employees
with high intrinsic motivation tend to work better in a more challenging work environment
and correlates positively with job performance.
This research offers several contributions to the existing literature about the
empowering leadership and the role of intrinsic motivation on job performance. First, this
research gains new insights on the moderating role of intrinsic motivation on job performance
1
,(Dysvik & Kuvaas, 2011). Second, through this research managers have a new
comprehension on how job performance is affected by empowering leadership. Furthermore,
this research provides knowledge on how to increase job performance through empowering
leadership.
Theoretical Framework
Empowering leadership
According to Sharma & Kirkham (2015), empowering leadership is defined as the
behavior of leaders towards individuals or entire teams. These behaviors consist of delegating
authority to employees, coaching, asking for input (Z. Chen, Lam, & Zhong, 2007; Konczak,
Stelly, & Trusty, 2000), promoting their self-directed and autonomous decision making and
sharing information. The interest in empowering leadership has increased given the
continuing flattening of organizations, the growing complexity of work and more reliance on
teamwork. (Seibert, Silver, & Randolph, 2004).
2
, Employee performance
Employee performance is the extent to which the employee performs. Therefore, we
define the performance of the employee as job performance. Job performance is defined as
“the total expected value to the organization of the discrete behavioral episodes that an
individual carries out over a standard period of time” (Motowidlo & Kell, 2012, pp. 2). There
are different types of job performance. According to Motowidlo & Kell (2012), job
performance can be subdivided in task performance, contextual performance and adaptive
performance. Task performance covers a person’s contribution to the organizational
performance. Contextual performance consists of behavior that goes further than what is
stated in the job description, thereby supporting the social en physiological environment of
the organization. Adaptive performance consists of handling crisis, emergency situations and
stress.
Relationship between empowering leadership and employee performance
Empowering leadership emphasizes leaders to share their power with subordinates
(Vecchio et al., 2010). According to Vecchio et. al (2010), employees who are offered greater
opportunities for self-employment and autonomy will manifest superior outcomes. Several
empirical studies support this view that employees perform better when empowered by their
leaders (Ahearne et al., 2005; Pearce and Sims, 2002; Raub and Robert, 2010; Vecchio et al.,
2010).
H1: There is a positive relationship between Empowering Leadership and
Employee Performance
Intrinsic motivation
The definition of intrinsic motivation states: “Intrinsic motivation is defined as the
doing of an activity for its inherent satisfaction rather than for some separable consequence.
When intrinsically motivated, a person is moved to act for the fun or challenge entailed rather
than because of external products, pressures or reward” (Deci & Ryan, 1985, pp. 56).
According to Deci et. al (1989), the participation in the work is its own reward when an
employee is intrinsically motivated.
3
