Contagious motivation in the workplace : an examination of how leaders' motivation can impact the motivation of their subordinates

Abstract

There is substantial research on the importance of autonomous motivation in the workplace; however, little is known on how to change motivation. Drawing on motivation and leadership theories, this dissertation examined the role of leaders in motivating their subordinates at work. Using a longitudinal research design, Study 1 demonstrated that leaders’ leadership style, as conceptualized by the full range leadership model, predicted the quantity of subordinates’ motivation (e.g., amotivation), but not the quality of subordinates’ motivation (e.g., autonomous motivation). Leaders’ own work motivation predicted both such that amotivation and autonomous motivation were contagious between leaders and their subordinates. Given the contagious nature of autonomous motivation found in Study 1, Study 2 used an intervention to examine whether the effects of a training and coaching program aimed at enhancing leaders’ autonomous motivation would extend to their subordinates as well. This intervention for leaders was delivered and evaluated using a longitudinal control group design. Compared to leaders who did not receive the intervention, leaders who participated in the training and coaching sessions a) experienced increased autonomous motivation, b) perceived greater meaning in their work, and c) took on a more autonomy-supportive style of leadership. Subordinates whose leaders participated in the intervention also experienced increased autonomous motivation and meaningful work.