| Titre : |
Does humble leadership motivate an employee to become a leader during Covid-19 ? |
| Type de document : |
Mémoire |
| Auteurs : |
Ajwad KANOUN, Auteur |
| Année de publication : |
2022 |
| Importance : |
21 p. |
| Note générale : |
Pour accéder aux fichiers PDF, merci de vous identifier sur le catalogue avec votre compte Office 365 via le bouton CONNEXION en haut de la page. |
| Langues : |
Anglais (eng) |
| Mots-clés : |
Management
GESTION D'EQUIPE ; LEADERSHIP ; MOTIVATION
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| Résumé : |
One important word linked to the fact of becoming a leader is motivation. Indeed motivation is the drive or determination an individual must have to achieve a goal, this is the main characteristic for a leader. (Chan & Drasgow, 2001).
Many studies have linked motivation to leadership by examining how leaders encourage their people but there were a few research before the one of Chan & Drasgow (2001) that explain what will make someone willing to lead. Chan and Drasgow (2001) created a concept known as motivation to lead (MTL), it indicates a person's drive to become and success as a leader.
It reveals the need to understand the relationship between individual differences and various leadership behaviours. Individual behaviour / personality must be considered to evaluate motivation. (Chan and Drasgow, 2001) In creating the MTL scale they evaluate the personality, the social cultural values, leadership self-efficacy and past leadership experience .
Motivation to lead can be explained by various factors according to the Chan & Dragow (2001) research, but all these explanations are internal, linked to what the person has experienced and its personality. There is no research taking into account the influence of the own manager of an employee. We know from previous research that there are various leadership styles with specific components and outcomes for each of them. ( Nanjundeswaraswamy, T. S., & Swamy, D. R. 2014). Transactional leadership styles, such as an humble leader, is focusing on the relation between the manager and the employee. According to the research of Jung D. I.(2010) transactional leadership in organizations plays an exchange role between managers and subordinates. During the covid-19 crisis new leadership have emerged such as the humble leadership, we will define this term right after the introduction. But the humility assists leaders in dealing with people in a social environment by demonstrating self-awareness.(Owens et al, 2013). There is no deep research on what could motivate an employee to take on leadership roles themselves, could the leadership style of its own manager could be a motivation ? (added to the MTL of Chan & Dragow, 2001) The goal of my research is to define if an employee can be influenced by a certain type of leadership that will motivate him to become as well a leader ; and more precisely I will focus my research on the humble leadership style which seems appropriate to encourage someone to become a leader. So on, I am going to answer this question : Does humble leadership motivate an employee to become a leader during Covid-19 ? To answer this question I used the quantitative method that allow me to obtain and analyze statistical data.
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| Programme : |
MSc Global Management |
| Permalink : |
https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=565315 |
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Does humble leadership motivate an employee to become a leader during Covid-19 ? / 2022
