History About The Telecom Industry In Pakistan

Published Date: 02 Nov 2017

1 Introduction

1.1 Background

The leader�s behavior plays an important role in different situations to address the task as well as the human aspects of the organization. Path-Goal Theory of Leadership by Robert House (1971) elucidated how the leader�s behavior influences subordinate�s work outcome that is further measured by job satisfaction and job performance. The theory states that the persons are cogent & goal-directed in their work and effective leaders provide a clear path to subordinates to achieve their goals.

This study was conducted on Telecom Industry of Pakistan by applying the Path-Goal Theory to observe the leadership style being practiced by the Telco managers perceived by the subordinates. The levels of job motivation, job satisfaction, job performance and task structure were also investigated. In further, the impact of leaders� behavior on job motivation and job motivation on work outcome was investigated, with the moderating effect of task structure on each step.

1.2 About the Telecom Industry in Pakistan

Telecom Industry of Pakistan is growing rapidly since early 2000s and played a key role in the growth of economy. The level of telecommunications development is considered to be the determining factor for economy, culture and social development of a country. Pakistan being the middle-income country, despite going through the political wrangling, has achieved a very fast telecommunication development and remained as fastest growing telecom market in the Asia.

During early 90s the cellular mobile telecommunication services were introduced and now Pakistan telecommunications industry stands as one of the largest cheap calling rates provider in the region. Currently, an intense competition is undergoing between the five major providers in the mobile telecommunication industry of Pakistan. These operators are forming strategies driven toward lowest calling rates, extensive coverage, connectivity and innovative value added services. The mobile telecommunication industry of Pakistan has employed over 25,000 professionals nationwide.

1.3 Problem Definition & Rationale for the Study

Since leadership is a key issue to determine the performance of the subordinates, the organizations require more leadership in order to grow their organizations in the fast growing, dynamic and competitive markets. The significance of the leadership cannot be ignored because it is the most important factor in order to achieve the high motivation & performance of the employees. In this dynamic and competitive era, the challenges require the managers to practice effective approaches and strategies to enhance the subordinate�s job motivation and job performance.

The purpose of the study was to test Path-Goal Theory is mobile telecommunication industry of Pakistan by conducting research on the subordinates of the five major cellular operators. Subordinates are complaining and demanding for resources and rewards, while on the other hand they are given tough deadlines due to aggressive competition in the industry.

The study aimed to determine the relationship among leadership behavior of Telco managers and job motivation and satisfaction by taking the task structure as moderating effect.

1.4 Objectives

The main objective of the study was apply the Path-Goal Theory of Leadership to determine the leadership style as perceived by the subordinates. The study further investigates if the leadership style of Telco managers has any impact on job motivation & the job motivation on work outcome (job performance and job satisfaction).

The study further determines whether the task structure as moderating variable has an impact on the relationship between leadership style as independent variable & job motivation as depended variable and in second step the job motivation and independent variable and work outcome as depended variable.

1.5 Research Questions

The study seeks to answer the following questions:

a) What are the levels of the four leadership styles of the managers, measured according to the Path-Goal Theory?

b) What is the level of task structure?

c) What is the level of job motivation of the subordinates?

d) What is the level of job satisfaction of the subordinates?

e) What is the level of job performance of the subordinates?

f) Are there any significant relationships between the leadership styles of the managers and subordinate job motivation?

g) Does task structure have significant moderating effect on the relationship of leadership style and subordinate job motivation?

h) Are there any significant relationships between the job motivation and job satisfaction?

i) Are there any signification relationships between the job motivation and job performance?

1.6 Significance of the study

Literature review revealed that most of leadership theories were developed & tested in West & particularly in United States. According to Peterson & Hunt 1997 most of the leadership studies outside the United States cater the needs and interest of American multinational companies to open up new global markets with workers of variant cultural backgrounds. Therefore, the empirical studies for non-western settings are lacked, particularly for Pakistan.

From literature review it was discovered that there were some studies conducted on the model of path goal theory, but they directly checked the impact of leadership on work outcome, according to Robert House the job motivation is an important factor which increases or decreases due to the leader�s behavior and then job motivation has a very significant relationship with the job satisfaction & job performance. In this study we have checked the impact of leadership style on job motivation in the first step and in second step the impact of job motivation is tested on job satisfaction & job performance.

Literature review also revealed that some studies were conducted on leadership in public as well as private sector organizations of Pakistan. However, there were only two studies that applied Path-Goal theory to test the leadership style�s impact on work outcome but none of these discussed about the impact of leader�s behavior on job motivation.

From the earlier studies conducted on leadership, especially in Pakistan, this study is different because it empirically addressed the identification of leadership behavior and the relationship between leadership style of managers and job motivation with the moderating effect of task structure and then the impact of job motivation on subordinate�s work outcome with the moderating effect of task structure.

The study can help as supporting data to understand the applicability of Western developed theories in non-Western settings especially in Pakistan. It is to the interest of the policy making bodies of the Telcos to find out whether the managers are able to adjust their behavior according to the dynamic and competitive work environment. This study can be of help for the Telco managers to understand how they can address the work challenges by playing a more productive role in the organization, and by learning how to enrich the effectiveness of leadership style to improve the organizational performance.

1.7 Framework of the Study

The first step the research seeks to identify the levels of all Path-Goal leadership styles on job motivation with and without the moderating effect of Task Structure.

In second step, the research examines the impact of job motivation on the job satisfaction and job performance with and without the moderating effect of task structure.

Step One:

IV MV DV

Step Two: IV MV DV

IV: Independent Variable

MV: Moderating Variable

DV: Dependent Variable

CHAPTER - 2

2 Literature Review

2.1 Introduction

This chapter aims to review local and international studies and researches to ascertain the impact of path-goal theory of leadership. The chapter includes the conception of early theories of leadership and the detailed overview of path-goal theory of leadership & recent researches conducted. Then the problems & gaps in path-goal theory of leadership are identified. A thorough review of the aspects of leader�s behaviors & its impact on job motivation and further the impact of job motivation on work outcome - that are measured by job performance & job satisfaction, are presented.

2.2 Behavioral Theories of Leadership

The curiosity in leadership was amplified during the early twentieth century and many theories were presented. Initially the theories were focused on the distinguishing characteristics of the leader while other theories presented other factors e.g. skill levels & situational factors. However, several theories of leadership were developed and are arranged as following:

2.2.1 Great Man Theory

The Great Man Theory was propagated by Thomas Carlyle in 1840s (Fredrick A. 1888) and was the first methodical approach toward the study of leadership. The wisdom behind the theory was �the history of the world is but the biography of great men� and �great leaders are born not made�. According to Carlyle �effective leaders are those gifted with divine inspiration and the right characteristics�. Carlyle�s theory was countered by Herber Spencer, who said �such great men are the products of their societies, and that their actions would be impossible without the social conditions built before their lifetimes� (Carniro 1981, Robert 1912, Sidney 1950).

2.2.2 Trait Leadership Theory

The theory of Trait Leadership was formulated by Gordon Allport in 1936, it focused on dissimilarities between individuals by defining the conjoined arrangements of individual characteristics that reveal the personality differences and uphold the effectiveness of the organizational situations (Zaccaro, Kemp, & Bader, 2004). Like Great Man Theory of leadership Allport primarily focused the heritable features that discriminate leaders from non-leaders. Leadership effectiveness refers to the amount of inspiration leaders has toward the followers (Derue, Nahrgang, Wellman, & Humphrey, 2011). As due to the major shortcoming, that the theory didn�t address the environmental and situational factors that have a very important contribution toward effectiveness of the leader, the theory was disregarded (Sorenson 2000).

2.3 Contingency Theories of Leadership

Contingency Theories of Leadership were similar to the earlier theories because these theories also said that the leader is expected to address both sides: subordinate relationship and task requirements but the major difference was the approach of contingency, that the team�s performance is dependent on leadership style and situation moderating variables. �Organizations are open systems that need careful management to satisfy and balance internal needs and to adapt to environmental circumstances (Morgan. G. 2007)�.

To address the contingency approach the first theory was formulated by the �Hersey and Blanchard (1982), the theory said that there are four phases of relationship between leader and subordinate. As the employee moves toward the next phase the leader has to update his leadership style accordingly. According to Yukl 2002 the theory did not address the task structure and other moderating variables.

Another contingency approach was the Leader Decision Making Model developed by �Vroom and Yetton, 1973� which pointed out five leadership styles as (AI, AII) two authoritarian, (CI, CII) two consultative and (G2) one fully participative style. They further discussed that in order to get the quality of decision optimized the decision tree should be used to identify and adopt the appropriate situation. This theory is too complex to be practiced, �Such a theoretical perspective would be far too complex for practical use or for research analysis (Wofford & Liska 1993, p. 874)�.

2.4 Relationship and Management Theories of Leadership

After contingency theories of leadership, the researchers moved into different directions to explore the further elements of the leadership characteristics. The Leader-member Exchange (LMX) Theory or Vertical Dyad Linkage Theory states that the leaders develop the relationships with the members, who are being led by him. The relationships are further referred to as �relationships with informal assistants and ordinary members (Graen 1976), leadership and supervisory relationships (Dansereau, Graen, and Haga 1975), in-group and out-group relationships (Graen and Cashman 1975), high- and low-quality relationships (Graen and Schiemann 1978)�. The LMX model was criticized by Dr. Gary Yukl that �It has failed to explain how a worker can go about creating high quality exchanges� and in further it was criticized that it was against the principles of justice because some members of the team obtain special attention and not all (Northouse 2003, p. 167).

After the series of contingency theories of leadership Robert House (1976), Conger & Kanungo (1998) identified the characteristics of a leader, which significantly affects the followers and organizations. Theory referred to a leader who has charismatic effects on the followers to an unusually high degree. Max Weber (2009) defined charismatic leadership as "resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him."

The Transactional Leadership Theory was first identified by Max Weber (1947) and then Bernard Bass (1981), it focuses on the basic management process of controlling, organizing & planning based on contingent rewards and management by exception. The transactional leadership style was sufficient but invalid, in establishing the maximum leadership potential (Management Study Guide 2009). Hence, the Transactional Leadership is not applicable to all types of organizations but the Transformational Leadership Theory is considered to be valid and applicable for all types of organizations (Burns 1978, and Bass and Avolio 1997) but some of the researchers also stated that like Transactional Leadership Theory this theory is also not applicable for all settings of organizations (Blunt & Jones 1997; Inkson & Moss 1993). Transformational Theory of leadership was introduced by James MacGregor Burns 1978, latterly Bernard M. Brass (1985) comprehended the Burns theory by explaining the psychological mechanism and leadership. The Transformational leadership style includes individual consideration, intellectual stimulation, inspirational motivation & idealized influence.

2.5 Ascertaining an apt Leadership Measuring Instrument

The contingency theories were successful in emphasizing that leaders were not caged within the boundaries of being people-centric or task-centric, but were beings of multi-faceted traits and could handle both the duty and the human aspects.

LPC Contingency Theory, Fiedler (1967) LPC, Leader Decision-Making, Vroom and Yetton's (1973) and Path-Goal Theory, House's (1971); were all highlighted amongst the contingency theories that studied the dependency of the relationship between the leaders and their subordinates.

The first two theories did not state the ever-changing paradigms between the leader and the subordinates in various situations and failed to elucidate on the sheer complexity of the relationship in the longer run of time and strategy. Indvik (1986) noted that the Path-Goal Theory was a useful tool to measure the contingent nature of the relationship between a leader and a subordinate.

�As one of three major approaches addressing the contingent nature of superior-subordinate relationship (Fiedler, 1967; House 1971; Vroom & Yetton 1973), path-goal theory was attractive because of its explanation of previously conflicting findings, its inclusion of a wide range of subordinate outcomes, and its explicit inclusion of superior-subordinate interaction processes within its domain (Indvik 1986, p. 189)�.

Being a theory developed in the Contingency Era, Path-Goal Theory has been a foundation for further theories to evolve. It addresses three vital aspects of the contingent leader-subordinate relationship, which are; the leader�s effectiveness, work-related incentives and acceptance of the leader by the subordinates. The two-fold nature of the Path-Goal Theory makes it a suitable instrument the relational aspects of the leaders and subordinates in the Telecom Industry.

2.6 Path-goal Theory of Leadership

To explain leaders behavior, there are two paths; people-oriented leaders behavours and task-oriented leaders behavior. �A people-oriented style describes extensive two-way communication within a vertical environment built on comfort, listening, support, favours, personal interests, and equality (McShane et al 2011, p.460). Task-oriented leadership comprises assigning specific tasks, clarifying duties and procedures, and enforcing rules and encouraging efficiency (McShane et al 2011)�.

The Path-Goal Theory was developed by House (1971) based on the Expectancy Motivation Theory, which was developed earlier by other writers such as Georgopoulos, Mahoney and Jones (1957), Vroom (1964), and Evans (1970). The path-goal theory was developed to resolve the results and incongruities of the previously established theories in this field of leadership and relational paradigms of the players in this canvas. House created the very fabric of the Path-Goal Theory from the inconsistent empirical findings and theoretical insight drawn from previous theories (Evans 1996).

2.6.1 Path-Goal Theory - The Beginning

Leadership has been the focus of many theorists since the beginning of time. It has been seen in many shades and perspectives including being termed as a behavioral act or an in-born trait. In the 1950s and 1960s, fundamental aim of researchers was to identify the leaders equipped with traits of either fulfilling the task or being considerate towards their subordinates. Confined in the boundaries of these characteristics, studies showed that leaders relationship with subordinates could not mean more. However, with the advancement in studies and researches, leaders were found to have more qualities and polygonal behaviors and traits.

House (1971) took into account all the situational variables and stated that leadership is a mix of various traits and does not only depend upon the task or the consideration attribute. He argued that work outcomes are incrementally enhanced, when the leader sets a clear and unambiguous path for the subordinates and when subordinates are motivated to achieve goals for glorified incentives. Since House (1971) based his theory on the fact that the leader clarifies the path to a goal for his subordinates, hence his theory was called the Path-Goal theory.

2.6.2 Scope of the Theory

The path-goal theory was a reflection of the trend being followed in the 1970s. In compliance with this trend, House (1971) established the path-goal theory, which initially focused on two broad aspects of a leader�s behavior;

i. Directive or Instrumental leadership style,

ii. Supportive leadership style.

The theory was supported by Ohio State University�s study on leaders behavior related to the initiating structure and consideration. House (1971) has also noted that in the Path-Goal Leadership Model, there are two types of situational or contingency moderator variables:

i. the personal characteristics of the subordinates

ii. the environmental or task characteristics

The House (1971) Path-Goal Model is shown in the Figure below:

FIGURE 1: MODEL OF THE PATH-GOAL THEORY OF LEADERSHIP (HOUSE 1971)

Later on, when House revisited his study, he developed and added two more styles to his theory to take into account the adversities in human behavior and in the situational anomalies. These leadership styles included:

i. Directive

ii. Supportive

iii. Participative, and

iv. Achievement-oriented

The new Model for the Path-Goal Theory came with an update as follows:

FIGURE 2: 1974 MODEL OF THE PATH-GOAL THEORY OF LEADERSHIP

Further developments were made in the theory and an enhanced framework was tested. Basic understanding of the path-goal theory rests on the fact that when subordinates are assigned tasks, they tend to be obstructed by obstacles. This happens when the task is vague, ambiguous and uncertain and when the path to achieve such a task seems difficult. It is in such a scenario that a manager should rise up to the occasion and illustrate a clear, reachable and attainable path to the subordinate. It is nonetheless, a leader�s job to inform the subordinate of the reward, which is associated with achieving the task. This reward will keep the subordinate motivated and enthused to keep treading the path set by the leader. This in turn will enhance the job performance of the subordinate and therefore, increase the job satisfaction. (House 1971; House & Dessler 1974; House & Mitchell 1974).

2.6.3 Independent Variables

The path-goal theory is based on four leadership styles that are directive, supportive, participative and achievement-oriented leadership styles (House 1971; House & Dessler 1974; House & Mitchell 1974). Their affect is established upon the work outcome of subordinates which is measured mainly by the performance and satisfaction associated with the job.

2.6.3.1 Directive Leadership Style

Directive leadership style is aimed at making the path clear and unambiguous to the subordinate, linking subordinates effort to goal attainment and the promise of extrinsic rewards in attaining the goals. In this style, the leader must take into account the structure of the task and also the desirability of the subordinate to follow. (Northouse 2003).

Directive leadership style best works when the subordinates are new to the task, are unaware of the task, task is not structured & complex, and subordinates have a small morale to achieve it. This style helps bring clarity to the environment and makes it tranquil for the subordinate to achieve it.

�Directive leadership is characterized by leaders making decisions for others and expecting those decisions to be followed. Also according to the article, people have a tendency to use a directive leadership approach when a quick turnaround time is required or when followers are used to being told what to do (Encyclopedia of Informal Education, 2001)�.

2.6.3.2 Supportive Leadership Style

Synonymous to the �considerate� style mentioned in the early theories of leadership, Supportive style highlights the human aspect and emotional stance of the leader in a tedious environment (Daft, 2005).

In other words, �consideration relates to the extent to which leaders promote camaraderie, mutual trust, liking and respect in the relationship between themselves and their subordinates� (Bryman, 1992, p. 5).

The supportive style leader manages the subordinates by indulging in emotional boundaries and making the subordinates comfortable with the environment. Supportive leaders focus is the welfare and well-being of the subordinates, which results in a better performance and more motivation for the subordinate.

This leadership style is properly applicable when subordinates lack of confidence as according to �House & Mitchell� the supportive leadership style can lead the social satisfaction and self-confidence in the subordinates.

According to the February 2010 issue of Science Daily, �successful relationships rely on the right kind of support. As such, leaders should be careful to employ a style of support that is appropriate for the circumstances�.

2.6.3.3 Participative Leadership Style

Participative Leadership pursues the involvement of the people of the team, including employees, peers, superiors, stakeholders and etc, in decision-making process. Participative leaders seeks the suggestions of the subordinates and seriously puts them into consideration when making a decision. (House & Mitchell 1974, P. 83).

�These leaders encourage employees to actively participate in the decision-making process that determines how the group will achieve its goals. They do this through consultation, solicitation of employee suggestions, and using employee ideas in the decision-making process� (Daft, 2005).

Under that situations when the subordinates have a solid sense of achievement together with strong need of autonomy and the task in not structured, the leader should following participative leadership style. Under such working conditions where subordinates are not following correct procedures this leadership style augments the job satisfaction & performance. (House 1971, 1996; House & Mitchell 1974).

�This style is most likely to enhance the morale of subordinates who are well motivated and engaged in tasks that are non-repetitive� (Dubrin, 2007).

2.6.3.4 Achievement-oriented Leadership Style

This leadership style establishes a challenging work situation for the subordinates because leader establishes high standards and requires continuous improvement in the performance above the standards that were initially set (Daft, 2005). Hence, achievement-oriented leaders show �confidence that subordinates will attain high standards� (Yukl 2002, p. 213). This leadership style works best when the task is complex.

Leaders with achievement-oriented style struggle for excellence by setting challenging goals, persistently focusing on improvement and showing confidence & trust on the subordinate that they can deliver as per the high expectations. This type of leaders often make a social comparison between other well-performing teams and their own team (Richard G. Jones, 2013).

2.6.4 Dependent/ Independent Variable

The research comprises of two steps, in the first step the impact of leadership style on job motivation as dependent variable is tested and then in second step the impact of job motivation as independent variable is tested on job satisfaction and job performance.

2.6.4.1 Job Motivation

Pinder (1988) defined job motivation as �a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration�. Job motivation is a person�s internal characteristic or nature to be concerned with and approach positive incentives and avoid negative, �to further this, an incentive is the anticipated reward or aversive event available in the environment� (Deckers, 2010).

2.6.4.1.1 Intrinsic Motivation

Intrinsic motivation is driven by the interest and enjoyment in the task itself and exists within the individual instead of coming through the external pressure. Intrinsic motivation can be defined as �the motivation causing people to engage in the activity for their own sake� (Walker, 2008).

2.6.4.1.2 Extrinsic Motivation

Extrinsic motivation refers to perform an activity for an achievement, whether or not the individual is intrinsically motivated for that activity. Common extrinsic motivation factors are salary, competition and rewards.

Path�goal theory addresses the obstacles that create hindrance and uncertainty for a subordinate to achieve a goal. Path�goal theory entails that leaders should support subordinates in having the obstacles removed from the path to complete tasks in order to achieve goals. Helping subordinates in this way will increase their level of job motivation. According to Robert House that path-goal theory illustrates that how job motivation is affected by the leadership�s behavior and the job satisfaction & job performance by the job motivation.

2.6.5 Dependent Variables

2.6.5.1 Job Satisfaction

Job satisfaction is the level of contentment of an individual with his job. Job satisfaction is understood as �individual's attitude towards his work� (Brayfield & Rothe 1951, p. 307).

�Job satisfaction as the degree of contentment with opportunities for .... challenging and meaningful work and also with pay, advancement ..... and the social environment� (House and Dessler, 1974). The job satisfaction concerns the attitude of the worker toward the work role and the relationship of the work role with the work motivation (Vroom, 1967).

Affective job satisfaction is the degree of pleasant feelings that an individual has for his work and cognitive job satisfaction is the level of satisfaction that an individual has with particular aspects of the jobs, such as salary, benefits, working time and numerous other aspects (Thompson, 2012).

A worker is in impartial state with certain attitude when he starts working. Then he experiences satisfaction or dissatisfaction when he acts upon two separate groups of factors. These factors are called motivators and hygiene and could influence the job satisfaction. (Herzberg Motivation-Hygience Theory, 1969, 1976). �The reason for differentiating between intrinsic and extrinsic job satisfaction is that job satisfaction is conceptualized as a two factor construct� (Hirscfeld, 2000).

2.6.5.1.1 Intrinsic Satisfaction

Motivators or intrinsic factors lead to job satisfaction and deliver internal & emotional levels of satisfaction; they include the work process, interest in the job, feel of achievement and recognition.

2.6.5.1.2 Extrinsic Satisfaction

Hygiene or extrinsic factors lead to job dissatisfaction and are the externally controlled factors. They include salary, benefits, job security, opportunity of participation in decision-making, policies, status and interpersonal relationships with supervisors and peers.

Herzberg has also discussed about the motivation at workplace that peruses satisfaction. An employees� motivation to work is related to the job satisfaction. �Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals� (Hoskinson, Porter, & Wrench, p. 133).

Motivating factors at workplace are those facets of the job that enable people to want to perform and provide them with satisfaction with their job (Oldham, 1976).

2.6.5.2 Job Performance

Job performance is defined as the level to which subordinate carries out his job in accordance with the specified standards and norms, it deals with the measurement of the quality and quantity of work carried out by each worker. Job performance is an individual variable and deals with the output of a single person; this differentiates it from the overall performance of an organization (Campbell, 1990).

Special circumstances of work enhance the employee�s job motivation that results in maximum performance. Although, regular work situations reflect fluctuating levels of job motivation that results in typical performance (Sackett, Zedeck, Fogli, 1988). Motivation at work generally enhances the job performance (Erez, 2001).

2.6.6 Moderating Variable

The moderating effect of task structure is tested on both steps, while testing the impact of leadership on job motivation as well as job motivation on job satisfaction & job performance.

2.6.6.1 Task Structure

sdf

2.6.6.2 Conclusion points

have also found that job satisfaction

is affected by different leadership styles.

There are some arguments that there is no substantial impact of leadership on

job performance

Pathgoal reformulated, job motivation, essence

CHAPTER - 3

3 Research Design & Methodology

3.1 The Population and Sample

The study was conducted on five major mobile telecom companies of Pakistan Telecom Industry. The data was collected from the offices of the telecom companies in Rawalpindi and Islamabad including Telenor, Mobilink, Ufone, Warid & Zong.

Almost 500 questionnaires were sent to the companies and the link to online survey was also emailed to the people. There has been some studies conducted by University students on the Telecom companies and they are familiar with such studies and were expected to respond.

3.2 Collection of Data

Self-administrated and anonymous questionnaires served to collect data. The questionnaire was developed by adapting the standard instruments used by researchers in the past.

3.3 Instruments

Likert scale was used to evaluate the various dimensions of the study. The instruments were initially tested in the pilot study conducted in a small medium enterprise. From the tests, Cronbach Alpha reliability was above 0.70, indicating that the instruments are reliable (Sekaran 2000).

The questionnaire has following six sections:

Section 1: Demographic/ Profile Scale

Section 2: Leadership Scale

Section 3: Task Structure Scale

Section 4: Job Motivation Scale

Section 5: Job Satisfaction Scale

Section 6: Job Performance Scale

3.3.1 Demographic/ Profile Scale

The demographic/ profile section had following questions:

a- Gender

b- Age

c- Marital Status

d- Years in this Organization

e- Education

3.3.2 Leadership Scale

The study used Path-Goal Leadership Questionnaire (Indvik 1985, 1988; Northouse 2003) which was designed to investigate the four path-goal leadership styles (directive, supportive, participative, and achievement-oriented). This questionnaire has five questions for each leadership style.

3.3.3 Task Structure Measurement Instrument

The task structure scale developed by House in 1973 was used to measure the level of task structure. This scale has ten questions with five point likert scale to measure the degree to which the subordinate�s task are simple, unambiguous and repetitive.

3.3.4 Job Motivation

The motivation at work scale (Marylene & Molson 2008) was used to evaluate the level of job motivation. This instrument has sections including Intrinsic Motivation, Identification Regulations, Introjected Regulations & Extrinsic Motivation. The study used the questions of two sections Intrinsic Motivation and Extrinsic Motivation having six questions as three for each section.

3.3.5 Job Satisfaction Scale

The Mohrman-Cooke-Mohrman Job Satisfaction Scale (Mohrman, Cooke & Mohrman 1978) referred to as MCMJSS was used to determine the level of Job Satisfaction. This questionnaire was developed on the basis of Motivation-Hygiene (Herzberg 1969, 1976; Herzberg, Mausner & Snyderman 1959) which described Intrinsic satisfiers and Extrinsic satisfiers. This is an eight items scale having four items in each section.

3.3.6 Job Performance Scale

The self-appraisal approach performance measuring instrument, designed by Stevens, Beyer and Trice (1978), and adopted by Al-Gattan (1983), was used to determine the level of job performance.

3.4 Research Hypothesis

H1: There is no significant relationship between directive leadership style and the level of subordinate job motivation.

H2: There is no significant relationship between supportive leadership style and the level of subordinate job motivation.

H3: There is no significant relationship between participative leadership style and the level of subordinate job motivation.

H4: There is no significant relationship between achievement-oriented leadership style and the level of subordinate job motivation.

H5: The relationships between the leadership styles and the level of the subordinate job motivation are not significantly moderated by the level of the task structure.

H6a: There is no significant relationship between job motivation and job satisfaction.

H6b: There is no significant relationship between job motivation and job performance.

CHAPTER - 4

4 Analysis and Findings

The collected data was processed using SPSS 17.0 (Statistical Software for Social Sciences).

4.1 Sample Characteristics

Although 500 questionnaires were served to five major mobile telecom companies as 100 each, the link to online survey was also sent via email. Out of 500 the 310 questionnaires were received back. From the received questionnaires 255 were properly filled hence rest of the responses were discarded. From online questionnaire 140 responses were received out of which 63 were properly filled and rest of the responses were discarded. Hence, 318 responses were selected for analysis. Below are the details of the questions on demographic scale having:

- Gender

- Age Range

- Marital Status

- Years in Organization

Count Percentage

Male 258 81%

Female 60 19%

Total 318 100%

FIGURE 3: GENDER OF RESPONDENTS

Count Percentage

20-30 162 51%

31-40 144 45%

40-50 12 4%

50 + 0 0%

Total 318 100%

FIGURE 4: AGE RANGE OF RESPONDENTS

Count Percentage

Single 157 49%

Married 161 51%

Total 318 100%

FIGURE 5: MARITAL STATUS OF RESPONDENTS

Count Percentage

1-5 148 47%

6-10 140 44%

10+ 30 9%

Total 318 100%

FIGURE 6: YEARS IN ORGANIZATION

Count Percentage

Diploma 22 7%

Graduation 158 50%

Masters 130 41%

PHD 8 2%

Total 318 100%

FIGURE 7: EDUCATION BACKGROUND OF RESPONDENTS

4.2 Reliability Analysis (Cronbach Alpha)

# Variable Name Cronbach Alpha N of Items

1 Leadership Behavior 0.812 20

2 Task Structure 0.700 10

3 Job Motivation 0.721 6

4 Work Outcome 0.810 12

FIGURE 8: CRONBACH ALPHA

The total Cronbach alpha of 53 items is 0.915.