Instrumental Leadership and Employee Sustaining Values: Workplace Motivation as Mediator

Abstract

Objective: The objective of this study is to assess the relationship between instrumental leadership, workplace motivation and employee-sustaining values. Conceptual and Theoretical Framework: Theoretical and empirical evidence was used to formulate a study model that involved instrumental leadership (independent variable), workplace motivation (mediating variable) and employee sustaining values (dependent variable). The independent variable comprises strategic skill and support skill, while the dependent variable comprises task competence and skill development. Several theories were related in this study, such as Leader-Member Exchange Theory, Path-Goal Theory and Social Cognitive Theory. Method: In this study, cross-sectional methods were employed. The study involved employees in management services groups and professionals from different organizational units. In the data collection process, a total of 345 questionnaires were distributed among the service groups using purposive sampling techniques. Out of the total number of questionnaires that were distributed, only 280 (81.15%) forms that were answered completely were returned to the researcher. All these respondents answered this questionnaire voluntarily and without coercion. Results and Discussion: This study employed convergent validity analysis, discriminant validity, cross loading and structural model. This study confirms that workplace motivation can function as a significant mediating variable in the relationship between instrumental leadership and employees’ sustaining values. In the context of the study, most respondents felt that the level of instrumental leadership and employees’ sustaining values was high. This situation shows that the leader’s ability to actively involve himself in the organization’s strategic, positive discussions, show high communication skills and set goals will be able to increase workplace motivation in the organization being studied. Research Implications: Workplace motivation can function as a significant mediating variable in the relationship between instrumental leadership and employees’ sustaining values. Originality/Value: This study contributes to the literature by adopting several theories such as Social Cognitive Theory and other related theories. It also contributes to the new findings on the IPMA analysis between the instrumental leadership and motivation.

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