TRANSFORMATIONAL LEADERSHIP AND

FOLLOWER’S INTRINSIC MOTIVATION:

ROLE OF GENDER
Synopsis submitted in partial fulfillment of the
Degree of the Doctor of Philosophy (Ph. D.)
By
RADHA RAVIKUMAR
(Reg. No. MASA14024)

Under the Guidance of

Dr. Venkat R Krishnan

Department of Management Studies

SRI CHANDRASEKHARENDRA SARASWATHI

VISWA MAHAVIDYALAYA

(University established under Section 3 of the UGC Act, 1956)

Enathur, Kanchipuram – 631 561

( Dec / 2017 )

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Abstract

This paper concentrates on the relationship between transformational leadership’s dimensions and
follower’s intrinsic motivation, and how this relationship differs by follower’s gender. Data was
collected from the leading IT-company located in Chennai, out of 486 respondents, 220 were
female, and 266 were male. To measure transformational leadership Multifactor Leadership
Questionnaire (MLQ) Form 6S, to measure follower’s intrinsic motivation, Tremblay, Blanchard,
Taylor, Pelletier, and Villeneuve’s (2009) Work Extrinsic and Intrinsic Motivation Scale
(WEIMS), to measure gender, Bem’s (1974) Sex Role Inventory (BSRI) was used. To test the
hypothesis, linear regression, One-way ANOVA and ANCOVA were done. Results of the study
show that four factors of transformational leadership are positively related to intrinsic motivation.
Among all the dimensions of transformational leadership, inspirational motivation had the
strongest relationship with intrinsic motivation. The relationship between transformational
leadership and intrinsic motivation is stronger for the high masculine-low feminine category when
compared to the low masculine-low feminine category. The relationship between three of the
dimensions of transformational leadership and intrinsic motivation is weaker for the high
feminine-low masculine category when compared to the low feminine-low masculine category.

Keywords: transformational leadership, motivation, intrinsic motivation, sex, gender.

1. Introduction

In the current competitive business world, every organization needs an individual who can
influence their subordinates with the objective of achieving organization's goal, increasing
productivity and employee performance and decreasing the absenteeism and intention to quit from
the organization. This can be achieved only when the employees are led by the leader who can
inspire employees, who can motivate them to do more than what they are really expected to do,
who can show care individually, and who can make employees think out of the box way.
Transformational leadership one of the most renowned leadership approach which has been in the
emphasis of research since the early eighties and has these characteristics.

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1.1. Objectives of This Study
- To find the relationship between transformational leadership and followers’
intrinsic motivation
- To find the relationship between intrinsic motivation and followers’ gender
- To find the relationship between transformational leadership and followers’ gender
- To find the role of gender in the relationship between transformational leadership
and followers’ intrinsic motivation

- To understand the importance of transformational leadership in current

management trend.

1.2. Statement of the Problem

The Indian Information Technology (IT) sector provides numerous job opportunities with
challenging careers. IT industry expects their employees to engage in work for 24/7. Management
uses motivating factors like high pay, introducing family welfare scheme, organizing annual events
to hold employees for a long term. Apart from these factors, many employees are motivated
because of their immediate boss/manager / supervisor/leader. The leader must understand
motivating factors of each employee and the leader should carefully listen to employee's views,
should share his views, and should encourage employees in performing their tasks successfully.
The level of internal motivation to do the task, and the external factors to get motivated to do the
task may differ from individual to individual based on their personal characteristics. My present
study focuses on how leadership qualities can influence the intrinsic motivation of the individual.

2. Leadership

Many different definitions of leadership have provided by different people, Northouse (2013)
leadership is a process whereby an individual influences in a group of individuals to achieve a
common goal. Yukl (2011) leadership is the process of influencing others to understand and agree
about what needs to be done and how to do it, and the process of facilitating individual and
collective efforts to accomplish shared objectives. Hunter (2012) leadership is a skill of influencing
people to work enthusiastically toward goals identified as being for the common goal. Leadership
is getting things done through people, in this process "the task" and "the relationship" involved;
leadership is accomplishing the tasks while building relationships. Douglas (2012) leadership is a

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complex occurrence that is comprised of both leader’s behavior and the relationships that leader
has with his or her follower. Leadership has to be viewed as a relationship and not as a mere entity,
which can be transferred from person to person. Leadership is relational, collective, and
purposeful. In the leadership process, leader act as agents and leader's effectiveness can be judged
by an actual social change. The leader takes the initiative to develop the leader-led connection and
encourages the follower to express and exchange ideas (Burns, 1978).

Leadership is the important factor of the organization through which managers can achieve their
organization's goal and increase in productivity. True leadership has the influence over the
followers and turnover of the organization (Chaudhry & Javed, 2012). Leader addresses their own
self-needs as well as followers' needs. Leadership concentrates on need and value levels of the
followers and exploits conflict available within person's value structure. It helps follower to be
aware of contradictions between values and behavior, by providing a right condition for the value
conflict, leaders hold influence at the higher levels of the needs of the followers. Leader's
fundamental act is to induce people to be conscious of their feeling, true needs, and defining values
meaningfully, which can be moved to a common purpose (Burns, 1978).

Higher order change involves large changes in attitudes, beliefs, values, and needs. A significant
increase in performance can be seen, when the group is roused by a new leader who articulates
revolutionary new ideas (Bass, 1985). Burns (1978) defined leadership as leaders encouraging
followers to act for certain goals that represent the values, motivations, wants, needs, desires, and
expectations of both leaders and followers. Leaders address followers as well as their own wants,
needs, and other motivations, and thus they serve as an independent force in achieving the
follower's motive base though gratifying their motives.

Before analyzing the status of leadership, it is required to understand the development of leadership
theories that have occurred through the years. Most the theories were developed based on the belief
that leaders were born and not made. Despite a relative degree of acceptance of the traditional
theories of leadership, there is a need to go beyond the traditional approaches, a number of other
well-recognized theories have developed in recent years (Luthans, 2011)

Table 1 List of Traditional theories and Modern theories of leadership.

Traditional theories of leadership Modern theories of leadership

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 Trait theories of leadership Charismatic leadership theories
Group and exchange theories of leadership Transformational leadership theory
Contingency theory of leadership Servant leadership theory
Path-goal theory of leadership

Transformational leadership theory. The transformational leadership concept-the modern

approach to leadership was introduced by James V Downton, which was further developed by
James MacGregor Burns. James MacGregor Burns concept was expanded further by Bernard M
Bass in 1985 and termed as Bass Transformational Theory. Bass extended Burns work by
concentrating on follower's needs rather than leader's needs. Bass developed the full range model
of leadership which consisted four factors for transformational leadership; two factors for
transactional leadership and one factor for laissez-faire leadership (Northouse, 2013).

2.1. Introduction to Transformational Leadership.

Transformational leadership arises when anxiety and uncertainty are high within an organization
and when there is a requirement of a rapid change in the system. During this distress, a leader with
transformational qualities, who can engage in inspirational leadership, who can utilize follower's
time and energy, and who can support individualized consideration towards the follower, is
needed. Transformational leaders work himself out of their job and make the follower feel that
their performance can be the results of their self-efforts (Bass, 1985).

Balasubramanian and Krishnan (2012) found that transformational leaders were high in integrity;
they built trust in themselves as being charismatic being seen by their followers. A
transformational leader is one who motivates followers to do more than what they are originally
expected to do. This transformation can be achieved, by raising follower's level of awareness and
consciousness about the value of designated outcome and ways of reaching them, by transcending
followers own self-interest for the sake of the group, and finally by altering followers need level
(Bass, 1985).

According to Burns (1978), transformational leadership increases maturity level of follower’s

needs. Transformational leaders lift follower’s apprehension of their security (lower-level need)
to concerns for their achievement, recognition, and self-actualization (higher-level need).

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Transformational leadership arouses transcendental interests in followers and elevates their needs
and aspirational levels.

Transforming leaders are one who figures out not only the existing needs of followers but also
mobilizes newer motivation and aspirations within follower (Burns, 1978). Krishnan (2001)
suggested that constant change in the organizations highlighted the importance of transformational
leadership style, which helped followers to perform beyond normal expectations by transforming
their values, attitudes, and motives from lower-order level of needs to higher-order level of needs.

Transformational leadership’s four dimensions, 4Is include idealized influence, inspirational

motivation, intellectual stimulation, and individualized consideration (Forsyth, 2010).
Explanations of the components of transformational leadership are presented in the following
sections.

Transformational leaders inspire employees to go beyond the call of duty, foster creative solutions
to problems, create a vision, and articulate plans for achieving this vision. In contrast, transactional
leadership entails exchange relationships by rewarding subordinates for a job well-done and
punishing them for mistakes. Transformational leadership style is more effective than transactional
and laissez-faire leadership styles (Vinkenburg, Engen, Eagly, & Johannesen-Schmidt, 2011).

Avolio, Waldman, and Einstein (1988) pointed out that transformational leadership is differed
from transactional leadership in two ways (i) elevating the degree of needs of the followers and
(ii) developing the followers into leaders.

Several studies have highlighted the importance of transformational leadership in enhancing

organizational performance, job satisfaction, job commitment, and motivation of the follower.

3. Introduction to Motivation

"Motivation is a process that starts with a physiological or psychological deficiency

or needs that activates a behavior or a drive that is aimed at a goal or
incentive"(Luthans, 2011).

Motivation can also be labeled as desires, needs, and goals. Basic motivation process involves
needs, drives, and incentives. Physiological and psychological imbalance causes needs, drives,

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provide a push towards incentives, finally, incentives restore needs and reduce drive (Luthans,
2011).

Indian approaches to motivation. Nishkaam Karm and Giving Theory of Motivation are the two
types of Indian approaches to motivation, which believe that “motivation should not be externally
initiated process that meets deficiency or growth needs; rather it should flow from inside a part of
the process of self-realization.” Nishkaam Karm means, work without expecting the outcome. It
takes concern out of being too preoccupies with goal achievement, and enables the individual to
focus on the process of achieving it. It creates less stress than goal orientation, and created stress
is much more manageable in process orientation (Sinha, 2008).

Mulla and Krishnan (2012), in their paper explained about the three fundamental beliefs to Indian
philosophy namely, Karma Theory, the existence of a permanent entity (atma), and the doctrine
of mukti. Karma Theory is directly related to one of the Indian approaches to motivation-Nishkaam
Karm. Karma-yoga is derived from Sanskrit words kri and yuj; which means activity or action
(kri) and join (yuj). In simple term, Karma-Yoga means ‘a technique for intelligently performing
actions' or ‘ a technique for performing actions in a manner that the soul is not bound by the effects
of the actions.' Duty-orientation is an essential dimension of Karma-Yoga. When an individual is
fully convinced that their actions are only the repayment of past dues, they function without being
bound by the results of their actions, which is well connected with Nishkamm Karm principle of
work without expecting the outcome (Sinha, 2008).

Giving theory of motivation describes the importance of giving in an organization. Giving creates
an environment of supporting, sharing, and helping. Giving neither upgrades the status of the donor
nor does it downgrade the status of the receiver. It results in enriching both the giver and receiver.
In organization context, giving creates a norm of sharing important resources to each other without
expecting instant results (Sinha, 2008).

3.1. Motivation Theories

The word motivation is derived from the Latin word movere, which means "to move". Gyamfi
(2015) defined motivation as a psychological factor, which influenced individual's behavior to
attain the common goal of an organization and enabled individual's to improve their performance.
In another way, it can be described as the force of an individual to achieve or do something. Motive
can be generated by primary or secondary needs, these two needs are separate but interrelated sets
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of sources. These set of sources can be characterized by intrinsic motives or extrinsic motives
(Luthans, 2011).

Deci (1972) described the three sources of motivation as, biological drive, extrinsic rewards, and
intrinsic rewards. In addition, Deci further explained extrinsic rewards were mediated outside of
the person whereas intrinsic rewards were mediated within the person. Extrinsic rewards like
money, promotions, and fringe benefits could satisfy Maslow's "lower-order" needs (ie)
physiological, social, and safety needs; Maslow's "higher-order" needs like self-esteem and self-
actualization could be satisfied only by intrinsic rewards.

Maslow’s need theory. According to this theory, human needs can be hierarchically arranged in
five levels physiological, safety, love, esteem, and self-actualization. (a) Physiological – the needs
of hunger, thirst, sleep, and sex are considered under this need. Biological motive can variously be
called as physiological, unlearned, and primary motives. Hunger, thirst, sleep, and sex is
considered as primary motives (Luthans, 2011). (b) Safety – which can be an emotion or physical
safety like real threats to law, to order, and to the authority of society. This threat produces a
regression from any higher needs to the more predominant safety needs. (c) Love – It involves
both giving and receiving love and affection. When an individual is unsatisfied, a person will
hunger in relation to people. (d) Esteem – which may be classified into two subsets – (i) the desire
for strength, achievement, competence, freedom, and confidence, and (ii) the desire for reputation,
status, and recognition. (e) Self-actualization – which refers to people's desire for self-fulfillment.
They may often feel discontent and restlessness in what they are doing unless they do what they
are individually fitted for, which is true to their own nature (Maslow, 2012). According to Maslow,
once a particular level of need is satisfied, it is no longer serves and the next level is activated to
motivate the individual.

Figure 1 Maslow’s Hierarchy of Human Needs

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Work motivation is a set of energetic forces that originate both within as well as beyond
individual’s being, to initiate work-related behavior, and to determine its form, direction, intensity,
and duration (Pinder, 1984), in this definition Pinder expressed two kinds of motivation,
motivation originated inside the self and motivation originated by external force. An explanation
for these two motivations is provided in the below paragraphs.

3.2. Intrinsic Motivation

Intrinsically motivated behavior can be defined as

“behavior that is performed for its own sake, rather than the purpose of acquiring
any material or social rewards” (Pinder, 1984, p 58).

Intrinsic motivation refers to a motivational state in which employees are energized by the task
self. If an individual is intrinsically motivated then the individual performance, job satisfaction,
commitment, retention, and reduced stress will also increase (Thomas, 2009). Intrinsic motivation
tends to be defined as active engagement with the task which an individual find interesting to do,
and it does not require any external reinforcement to perform (Bolken, Goodboy & Griffin 2011).

Cinar, Bektas, and Aslan (2011) stated that intrinsic motivation can be referred as doing something
for the mere pleasure of doing things which are inherently interesting and extrinsic motivation

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referred as doing something that led to a separable outcome. Intrinsically motivated behavior is
defined as actions that do not require external reinforcements and are a function of basic
psychological needs. Intrinsic motivation concerns active engagement with tasks that people find
interesting and that in, promote growth (Bolkan, Goodboy & Griffin 2011).

Intrinsic needs towards higher order growth needs are highly related to a job commitment. This
higher order need urges an individual to make creative and productive efforts to achieve this higher
order growth. An individual's perception towards his/her needs correlates with a job commitment.
If an individual perceives his/her needs intrinsically then he/she is more committed to the task
(Chusmir, 1982).

Transformation of need. Want is a wish or desire without any regard for the physical or
psychological consequences. Need is a legitimate physical or psychological requirement for the
well-being of a human being (Hunter, 2012). If wants are a determination of feeling for something,
needs are wanting to be prejudiced by environmental factors. Determination and wants are basic
motivators, but the purpose rewards for which, wants are heading for becoming more focused
wants to give way to needs (Burns, 1978).

Leadership first takes place in the transformation of individual wants into needs. Leaders are
differentiated by their quality of transforming follower's wants into needs. Leaders give priorities
to follower's subjective wants than to their objective needs as the leaders describe those wants and
needs. Follower's definition of wants and needs will change in the continuing interplay with
leaders. Follower's needs become less self-centered as they move from lower-level needs to higher-
level needs. When the individual's higher level needs are fulfilled, the lower-level needs are also
been fulfilled (Burns, 1978).

Tremblay et al. (2009) discussed how Self-Determination Theory (SDT) focused on the nature of
motivation. Identification, integration, and intrinsic motivation were the model of the self-
determined motivation. It stated that intrinsic motivation leads to the most positive consequences,
followed by integrated and identified regulations. Self-determined motivation increased job
satisfaction, commitment, and involvement in the job.

Karatepe and Tekinkus (2006) researched the effects of work-life conflict, emotional exhaustion,
and intrinsic motivation and concluded that work-life conflict was one of the important factors to

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trigger emotional exhaustion and intrinsic motivation helped to decrease their emotional
exhaustion.

In current industry scenario, it is very difficult for human resource department to attract and retain
existing employees, and work environment has to be structured in a way that the employees are
intrinsically motivated, to achieve this, leader with the values of personal pride, love for work,
self-esteem, and strong work ethic should be appointed.

"The transformational leader engages with others in such a way that the leaders
and followers raise one another to a higher level of motivation and morality"
(Burns, 1978, p 20).

As stated in this definition, transformational leadership enhances the intrinsic motivation of the
follower. Transformational leadership was also positively correlated with job satisfaction (Mujkic
et. al., 2014), job characteristics-variety, identity, significance, autonomy, and feedback (Piccolo
& Colquitt, 2006), organizational innovation (Gumusluoglu & Ilsev, 2009), commitment (Avolio,
Zhu, Koh, & Bhatia, 2004; Ramachandran & Krishnan, 2009; Givens, 2011), and creativity (Shin
& Zhou, 2003, Mittal & Dhar, 2015; Gong, Huang, & Farh, 2009).

Transformational leadership four factors interact together and result in motivating follower's
professional characteristics (Ghadi, Fernando, & Caputi 2013). In the above studies,
transformational leadership's four factors were considered as a single component and its effect was
measured collectively, we feel that it is very important to understand which of the four-factor is
more effective towards follower's motivation enhancement. Each factors-idealized influence,
inspiration motivation, intellectual stimulation, and individualized consideration with its effects
towards follower's intrinsic motivation is discussed in the coming session.

Idealized influence and follower’s intrinsic motivation. Followers who identified with a leader
are encouraged to achieve the goals set by the leader in order to be recognized and to develop the
close relationship with the leader. When the followers identified and developed an emotional bond
with the leader, they shared similar values and beliefs. This relationship became an important fact
for the follower’s self-concept. Followers were inspired to perform more than what they were
really expected to perform, completed challenging tasks, and delivered higher individual
performance (Wang and Howell, 2012). In the study by Castro, Perinan, and Burno (2008)

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suggested that through idealized influence transformational leaders make their followers identify
with them and influence followers to have an emotional attachment to the leader.

Inspirational motivation and follower’s intrinsic motivation. According to Egaly, Johannesen-

Schmidt, and Engen (2003), this component of transformational leadership exhibited optimism
and excitement about the follower's goals. Vinkenberg, Engen, Eagly, and Johannesen-Schmidit
(2011) discussed as transformational leaders inspire employees to go beyond the call of duty, foster
creative solutions to problems, create a vision, and articulate plans for achieving this vision. In
inspiration, process leaders use emotions, vibrant communication, credible images, and be an
example to follow. Through this process, leaders enhance follower's motivation to achieve the
elevated goals (Kejriwal & Krishnan, 2003).

Intellectual stimulation and follower’s intrinsic motivation. According to Kejriwal and

Krishnan (2003) in intellectual stimulation leaders make followers think in new perspective, the
newer solution to older problems, suggest novel and creative ideas. According to Bass (1985)
transformational leader's intellectual means stimulating follower's awareness about the problem
and change in the problem-solving skill, in imagination, in beliefs and values rather than arousal
and change in immediate action. According to Avolio et al. (2004) transformational leaders, use
their intellectual stimulation change the follower's thoughts on imagination, productivity,
creativity, values, and their mindset. Transformational leaders build team spirits and afford to
identify the follower's self-efficacy, self-determination, and self-confidence, which in turn
develops intrinsic motivation of the followers to love the work what they did.

Individualized consideration and follower’s intrinsic motivation. Transformational leaders

through their individualized consideration behavior treat every follower as every individual. They
pay attention to individual needs and wants of the followers, show empathy and support, and
encourage follower's personal development and growth. Followers of this kind of leaders are
interested in their task for the sake of doing it rather than unnecessary worries and fears (Shin &
Zhou, 2003). Charbonneau, Barling, and Kelloway (2001) found that individualized consideration
dimension of coach enhanced the intrinsic motivation of the athletes in sports performance.

From the studies referred in the previous paragraphs, I hypothesized,

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 H1a. Transformational leader’s idealized influence behavior enhances
follower’s intrinsic motivation.

H1b. Transformational leader’s inspirational motivation behavior enhances

follower’s intrinsic motivation.

H1c. Transformational leader’s intellectual stimulation behavior enhances

follower’s intrinsic motivation.

H1d. Transformational leader’s individualized consideration behavior

enhances follower’s intrinsic motivation.

H1e. Among all the dimensions of transformational leadership, inspirational

motivation has the strongest relationship with intrinsic motivation.

Several studies proved that there is a difference exists between male and female in basic interests,
social behavior, cognitive abilities, and even in leadership styles. Next few paragraphs talk about
this differences in organizational environment. Most of the researchers use the term sex and gender
as interchangeable words, which is not same. The study of sex differences investigates how female
and male are different, whereas a study of gender differences investigates the differences on how
people believe that male and female are different.

4. Introduction to Sex and Gender

Sex is a term classified by the biological characteristics of the individual such as physiological
properties and reproductive apparatus. Gender is a term used to refer the individual in a social
context. It refers to the stereotype about what is suitable for one sex more than other. In simple
terms, gender is referred to the social role related to female or male (Powell & Graves, 2003).

According to Loganathan and Krishnan (2010), the origin of gender is derived from a Latin word,
"Genus" meaning "type" "kind" or "sort". Sex referred to the biological differences that were
visible. Gender as a term referred to the characteristics of each sex: the behavior that was expected
of men and women, which were normative. The equivalent terms for sex were male and female,
for gender masculine and feminine.

Sex is categorized under biological category whereas gender is categorized as psychological

relation attributed to the sex. Masculine traits are considered as “agentic-instrumental traits” (e.g.

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active, decisive), and feminine traits are considered as “communal-expressive traits” (e.g. caring,
emotional) (Abele, 2003)

According to Bem (1974), gender could be classified as androgynous, masculine, feminine, and
undifferentiated. Individuals who have both high masculinity and femininity qualities were
categorized as androgynous. Individuals who have high masculinity and low femininity qualities
were categorized as masculine. Individuals who have high femininity and low masculinity qualities
were categorized as feminine. Individuals who have low in both masculinity and femininity
qualities were categorized as undifferentiated

Figure 2. Bem (1974) Gender Categories

CELL : 2 CELL : 4

Masculine Androgynous

(High in masculinity and (High in both masculinity

low in femininity) and femininity)

CELL : 1 CELL : 3

Undifferentiated Feminine

(Low in both masculinity (High in femininity and

and femininity) low in masculinity)

4.1. Gender Differences in Follower’s Behavior

Peterson and Hughey (2004) used gender as a moderator in the relationship between community
participation and empowerment. A sample of 661 randomly selected community residents
participated. The sample had 57% female and 23% male. This study proved that the level of
empowerment was not same for both women and men. Loganathan and Krishnan (2010) found
that masculine had the instrumental traits such as independent, competitive, decisive, aggressive,
whereas feminine had the expressive traits such as helpful, emotional, understanding,
compassionate, sensitive. According Eagly (2007) women were generally connected by the society

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to the feminine values like affectionate, helpful, kind, sympathetic, and not expected to have values
like assertive, ambitious, dominant, which were always connected with the masculine.

Ebrahimi (1999) studied motivation of female and male undergraduate and graduate business
students in Hongkong and it was found that female business students were equally motivated as
male and female business students were capable of being as effective as male counterparts. There
was a general assumption that women aspired to become managers when compared to men, this
study didn't support this assumption. Baral and Bhargava (2011) proved that men were socialized
to give importance to money making, whereas women were socialized to give importance to spend
more time with family, and family well-being. Men were trying to trade off family responsibilities
against work responsibilities. Work-life balance and work-family enrichment were stronger for
women when compared to men.

4.2. Follower’s Intrinsic Motivation and Follower’s Gender

Reuvers, Engen, Vinkenburg, and Wilson-Evered (2008) discussed the effects of transformational
leadership towards innovative work behavior, manager, and subordinate’s gender was used as a
moderator. The sample consisted of 335 respondents from Australian hospitals participated. A
study supported the hypothesis of transformational leadership is positively related to innovative
work behavior and it was stronger for male managers when compared to female managers. Epstein,
Clinton, Gabrovska, and Petrenko (2013) investigated the student motivation at the beginning of
an MBA program and end of the program. It was proved that the female student's level of intrinsic
motivation to know the subject and intrinsic motivation towards accomplishment was increased
from 3.30 to 3.73 during the program, whereas there was no significant difference in male students.

McGeown, Goodwin, Henderson, and Wright (2012) investigated the reading motivation of
different gender. The sample consisted of 182 primary school children, in this, 98 were male, and
rests were female. A child who was intrinsically motivated showed interest towards reading.
Results found that feminine traits were correlated with motivation and girls had higher intrinsic
motivation for reading than boys did. From these studies, it is clear that female followers who are
high in feminine characteristics like sympathetic, cares for other’s needs, compassionate have
higher intrinsic motivation than male followers do. In contrast, men need some external force like
leadership to motivate them, hence we hypothesis as,

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 H2a. The relationship between transformational leadership and intrinsic motivation
is stronger for the individuals who are low in both femininity and masculinity when
compared to individuals who are high in femininity and low in masculinity.

H2b. The relationship between transformational leadership and intrinsic motivation

is stronger for the individuals who are high in masculinity and low in femininity when
compared to individuals who are low in both masculinity and femininity.

5. Model

Figure 1

Relationship between Four Factors of Transformational Leadership and

Follower’s Intrinsic Motivation - Follower’s Gender as Moderator
Follower’s Gender

Idealized Influence

Inspirational Motivation
Follower’s
Intrinsic
Intellectual Stimulation
Motivation

Individualized Consideration

6. Research Methodology

Data were collected from a large Multi-National Information Technology company located in
Chennai, Tamilnadu and headquartered in Mumbai, India. Data were collected from a random
sample of 513 software engineers. The final usable size was 486. Of the 486 respondents, 220 were
female and 266 were male (45% female and 55% male). The median age of the followers was 28
years and followers had been working with the supervisor they rated for at least six months. A
physical questionnaire was distributed to each department and participants were asked to respond

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to their immediate supervisor. Respondents were instructed to return the filled in the questionnaire
in the closed envelope. Participants were asked to respond to the questions about their supervisor,
and about their own intrinsic motivation, and their own characteristics.

To measure transformational leadership Multifactor Leadership Questionnaire (MLQ) Form 6S of

Bass and Avolio (1992) scale was used. It had three items for each of the four factors of
transformational leadership-idealized influence, inspirational motivation, intellectual stimulation,
and individualized consideration. To measure follower’s intrinsic motivation, Tremblay,
Blanchard, Taylor, Pelletier, and Villeneuve’s (2009) Work Extrinsic and Intrinsic Motivation
Scale (WEIMS) was used. To measure gender, Bem’s (1974) Sex Role Inventory (BSRI) was used.
The scale had 20 items for femininity and 20 items for masculinity.

6.1. Tools Used

(a) Multifactor Leadership Questionnaire (MLQ) Form 6S

Think of your immediate manager/boss/supervisor/team lead with whom you are presently
working. Listed below are statements about that person. Please judge how frequently each
statement fits him/her, using the following key:

0 = not at all; 1 = once in a while; 2 = sometimes; 3 = fairly often; 4 = frequently, if not always

1. Makes others feel good to be around him/her

2. Expresses with a few simple words what could and should be done
3. Enables others to think about old problems in new ways
4. Helps others develop themselves
5. Others have complete faith in him/her
6. Provides appealing images of what can be done
7. Provides others with new ways of looking at puzzling things
8. Lets others know how he/she thinks they are doing
9. Others are proud to be associated with him/her
10. Helps others find meaning in their work
11. Gets others to rethink ideas that they had never questioned before
12. Gives personal attention to others who seem rejected

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 (b) Work Extrinsic and Intrinsic Motivation Scale (WEIMS)

Please indicate to what extent each of the following items corresponds to the reasons why
you are presently involved in your work. Indicate your scores from 1 to 5 (1, 2, 3, 4, 5) using
the key
1 = does not correspond at all; 2 = does not correspond; 3 = somehow corresponds; 4 =
corresponds; 5 = corresponds exactly

1. Because I derive much pleasure from learning new things.

2. For the satisfaction, I experience from taking on interesting challenges.
3. For the satisfaction, I experience when I am successful at doing difficult tasks.

(c) Bem Sex Role Inventory (BSRI)

Please indicate how well each characteristic describes you. Indicate scores from
1 = never or almost never true; 2 = mostly never true; 3 = somewhat never true; 4 = neither
true or never true; 5 = somewhat true; 6 = mostly true; 7 = always or almost always true

Masculine items – acts as a leader, aggressive, ambitious, analytical, assertive, athletic,

competitive, defends own beliefs, dominant, forceful, has leadership abilities, independent,
individualistic, makes decisions easily, masculine, self-reliant, self-sufficient, strong personality,
willing to take a stand, willing to take risks.

Feminine items – affectionate, cheerful, childlike, compassionate, do not use harsh language, eager
to soothe hurt feelings, feminine, flatterable, gentle, gullible, loves children, loyal, sensitive to the
needs of others, shy, soft spoken, sympathetic, tender, understanding, warm, yielding.

Demographic details:

Age :

Sex : Male / Female

Sex of the person you rated above : Male / Female

How long did you work with the person you rated above :

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Work tenure in the present employment :

Total work experience :

Industry :

Designation :

6.2. Data Interpretation and Analysis

Four hundred and eighty-six useable data were analyzed using SPSS Statistical Package Software
(SPSS Windows, Version 20). To test the reliability of the scale, first, Cronbach alpha for all the
variables were calculated. The present data were collected from the same source, which can lead
to common method bias. Harman's single-factor method was used to check the common method
bias. In this method, all the variables used in this study were loaded into an exploratory factor
analysis and were examined the un-rotated factor solution to determine the number of factors that
account for the variance in the variables (Podsakoff, MacKenzie, Jeong-Yeon, & Podaskoff, 2003).
The basic assumption of this technique is that if a substantial amount of common method variance
is present, either a single factor will emerge from the factor analysis or one general factor will
account for the majority of the covariance among the measures. In the current study, a principal
component analysis was done on the seven variables [idealized influence, inspirational motivation,
intellectual stimulation, individualized consideration, intrinsic motivation, femininity, and
masculinity] and it was found that two factors emerged [Eigen Value>1]. This provides the
confidence that common method bias might not have significantly affected the results of the study.
Pearson product-moment correlation coefficients for all the variables were calculated. Table 1
presents Cronbach alpha, means, standard deviations, and correlations between all variables. All
variables are significantly correlated at 0.001 level.

Table 1

Correlations between all the Variables a

N=486 M S.D 1 2 3 4 5 6 7
1.Idealized Influence 2.84 0.96 (.77)
2.Inspirational Motivation 2.81 0.90 .66 (.72)
3.Intellectual Stimulation 2.75 0.90 .66 .64 (.68)

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 4.Individualized Consideration 2.72 0.94 .68 .68 .63 (71)
5.Intrinsic Motivation 3.85 1.00 .32 .40 .34 .37 (.74)
6.Femininity 4.79 0.97 .41 .46 .37 .43 .51 (.86)
7.Masculinity 4.77 1.00 .39 .43 .34 .41 .48 .82 (.87)
an
Alphas are in parentheses along the diagonal. All values are significant at 0.001 level

From the correlation Table 1, it is very clear that there was a positive relationship between four
transformational leadership factors and intrinsic motivation. It supported Hypothesis H1a, H1b,
H1c, and H1d. Following this, to test Hypothesis H1e, both enter and forward linear regression
analysis was used. The forward-selection technique began with no variables in the model. For each
independent variable, it calculated F statistics that reflected the variable’s contribution to the model
if it was included. The variable that would produce the largest F statistic was added in the model.
The evaluation process was repeated with the variables remaining outside the model. Once a
variable was entered into the model, it stayed. Thus, variables were added one by one to the model
until no remaining variable produces a significance F statistic. The results are given in Table 2
and Table 3. As hypothesized among all the dimensions of transformational leadership
inspirational motivation had the strongest relationship with intrinsic motivation. Hypothesis H1e
was supported.

Table 2

Linear Regression Using the Forward Option

Dependent Step Independent Variable Parameter T Model Model

Variable estimate R2 F
Intrinsic Motivation 1 Inspirational Motivation .45 ***9.85 .16 ***97.15
Intrinsic Motivation 2 Inspirational Motivation .31 ***5.01 .18 ***54.94
Individualized .19 **3.28
Consideration
**=p<.01; ***=p<.001

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 Table 3

Linear Regression Using Enter Option

Dependent Independent Variable Parameter t Model Model

Variable estimate R2 F
Intrinsic Motivation Idealized Influence .004 .055 .18 ***27.97
Inspirational Motivation .276 ***3.97
Intellectual Stimulation .089 1.32
Individualized .165 *2.43
Consideration
*=p<.05; ***=p<.001

To explore further, the total samples were divided into four categories; and based on the median
of the follower’s gender. To explore further, four field analysis of gender was done. Individuals
were assigned into gender-role categories based on the BSRI scores. Individual masculine and
feminine scores were compared to the medians for the entire sample. The BSRI masculinity &
femininity median was 4.65. Cell 1 – Undifferentiated, individuals who scored lower than the
median on both the dimensions were categorized as undifferentiated. Cell 2 – Masculine,
individuals who scored high in masculinity and low in femininity were classified as masculine.
Cell 3 – Feminine, individuals who scored high in femininity and low in masculinity were
classified as feminine. Cell 4 – Androgynous, individuals who scored higher than the median on
both the dimensions were categorized as androgynous.

One-way analysis of variance (One-way ANOVA) was done across Cell 2 and Cell 1 to test if the
scores of all the variables varied between these two categories. Once again, one-way analysis of
variance was done across Cell 3 and Cell 1 to test if the scores of all the variables varied between
these two categories. Mean value and model values for each category is indicated in Table 4. There
was no significant difference across the categories.

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 Table 4

Analysis of Variance Across All Categories

Mean Mean Cell 1 Mean Cell 1

Cell 1 Cell 3 and Cell 2 and
Cell 3 Cell 2
Undifferentiated Femininity Model Masculinity Model
N = 204 N = 41 F N = 36 F
Idealized influence 2.48 2.45 .03 2.38 .33
Inspirational motivation 2.44 2.52 .30 2.33 .54
Intellectual stimulation 2.47 2.47 .001 2.24 2.36
Individualized 2.37 2.37 .245 2.41 .062
consideration
Intrinsic motivation 3.33 3.61 2.69 3.65 3.17

To test Hypothesis H2a analysis of covariance were calculated using Univariate method for Cell
3 and Cell 1. Model values and covariate values are indicated in Table 5. A relationship between
intrinsic motivation and three factors of transformational leadership was stronger for Cell 1 when
compared to Cell 3. Thus, hypothesis H2a supported.

Table 5

Correlation & Analysis of Covariance

Intrinsic Motivation ANCOVA

Femininity Undifferentiated Model Covariate
Idealized Influence .11 ***.10 †2.67 2.63
Inspirational Motivation .09 **.22 *6.51 *10.24
Intellectual Stimulation -0.01 *.17 *3.81 *4.90
Individualized Consideration .13 *.17 **4.82 **6.92
†=p<.10; *=p<.05; **=p<.01; ***=p<.001

To test Hypothesis H2b analysis of covariance were calculated using Univariate method for Cell
2 & Cell 1. Model values and covariate values are indicated in Table 6. A relationship between

22
intrinsic motivation and four factors of transformational leadership was stronger for Cell 2 when
compared to Cell 1. Thus hypothesis H2b supported.

Table 6

Correlation & Analysis of Covariance

Intrinsic Motivation ANCOVA

Masculinity Undifferentiated Model Covariate
Idealized Influence .19 ***.10 *3.19 †3.17
Inspirational Motivation †.31 **.22 **8.67 **14
Intellectual Stimulation .26 *.17 **6.10 **8.93
Individualized Consideration †.32 *.17 **6.46 **9.64

†=p<.10; *=p<.05; **=p<.01; ***=p<.001

6.3. Results

There was a significant positive relationship between all the four factors of transformational
leadership and follower’s intrinsic motivation. Thus, Hypothesis H1a, H1b, H1c, and H1d were
supported. Among all the factors of transformational leadership, inspirational motivation factor
had a stronger relationship with follower's intrinsic motivation. Thus, Hypothesis H1e was
supported. A relationship between intrinsic motivation and four factors of transformational was
stronger for Cell 1 when compared to Cell 3. Thus, Hypothesis H2a supported. A relationship
between intrinsic motivation and four factors of transformational was stronger for Cell 2 when
compared to Cell 1. Thus, hypothesis H2b supported.

7. Conclusion

Results of the study showed that four factors of transformational leadership were positively related
to intrinsic motivation. Among all the dimensions of transformational leadership, inspirational
motivation had the strongest relationship with intrinsic motivation. The relationship between
transformational leadership and intrinsic motivation is stronger for the high masculine-low
feminine category when compared to the low masculine-low feminine category. The relationship
between three of the dimensions of transformational leadership and intrinsic motivation is weaker

23
for the high feminine-low masculine category when compared to the low feminine-low masculine
category.

7.1. Limitations and Suggestions for Future Studies

Due to operational constraints, samples were collected from the Chennai based IT organization, in
future, it can be extended to other regions also. A focus of the present study was limited by
considering the follower's gender, in future leader's gender can also be considered. In future, the
same study can be extended to manufacturing, automobile, banking and other service sectors also.

8. Arrangement of Chapters

Chapter I – Introduction - Introduction of the study, objectives of the study, statement of the
problem and research gap will be covered in Chapter I.

Chapter II – Literature Review - Introduction to all the variables (transformational leadership,

intrinsic motivation, and gender) will be discussed in Chapter II.

Chapter III – Hypothesis and Model - Hypothesis arrived from several studies and model of the
present study will be provided in Chapter III.

Chapter IV – Analysis and Interpretations - Researched methodology, instruments used, analysis

of different tests and interpretations of the test results will be discussed in Chapter IV.

Chapter V – Findings - Summary of the findings of the present study will be discussed in Chapter
V.

Chapter VI – Limitations and Suggestions for Future Studies - Limitations of the present study and
suggestions for the future research will be discussed in Chapter VI.

Chapter VII – References - Articles used to do the present study will be listed in APA format in
Chapter VII.

Chapter VIII – Annexures - Instruments used to collect data and sample filled data sheet will be
provided as annexure in Chapter VIII.

8. Partial List of References

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