Intrinsic Motivation and Transformational Leadership

Although their influence can be clearly studied, it is difficult to estimate the degree of influence in each case. This is because the influence of these variables also depends on the influence of other variables at the same time. In other words, transactional leadership can be influenced by motivation more than it is influenced by self-esteem in certain cases, while it can be influenced more by self-esteem than other variables in other cases.

The influence of these variables is also influenced by the level at which transactional leadership is analyzed. In addition to this, the personal characteristics of the individual can increase or reduce the influence of these variables. Therefore, it is difficult to estimate how each variable is likely to influence the evolution of transactional leadership.

1. The variables are:

Self-esteem

Motivation

Satisfaction

Achievement

The variables labels are:

Self-esteem = how important is the influence of self-esteem in transactional leadership?

Motivation = how important is the influence of motivation in transactional leadership?

Satisfaction = how important is satisfaction in transactional leadership?

Achievement = how important is achievement in transactional leadership?

The value labels for each of these variables are:

1 = reduced influence

2 = moderate influence

3 = high influence

2. The possible outcome of a categorical analysis in this case is:

The influence of self-esteem, motivation, satisfaction, and achievement on transactional leadership results summary

Independent Variable

Result

Self-esteem

3

Motivation

3

Satisfaction

2

Achievement

2

3. The results of the categorical analysis reveal interesting facts that could be taken into consideration by theorists and practitioners in the field.

It seems that self-esteem has a high influence on the leadership style. The opinion that one has about himself determines his actions and his decision making process. Motivation has a similar influence on the leadership style of the individual. This is probably because highly motivated individuals tend to become more efficient leaders. Satisfaction and achievement only have a moderate influence on transactional leadership. This means that the individuals leadership style is less influenced by these variables.

Reference list:

1. Regression Analysis (2010). Value-Based Management. Retrieved November 15, 2010 from http://www.valuebasedmanagement.net/methods_regression_analysis.html.

2. Sykes, a. (2010). An Introduction to Regression Analysis. The University of Chicago. Retrieved November 15, 2010 from http://www.law.uchicago.edu/files/files/20.Sykes_.Regression.pdf.

3. Sen, a. & Srivastava, M. (1990). Regression Analysis: Theory, Methods, and Applications. Springer-Verlag New York, Inc. Retrieved November 15, 2010 from http://books.google.ro/books?id=Jh86k9DAtroC&printsec=frontcover&dq=regression+analysis&source=bl&ots=72ESXZqhfT&sig=IQGt8pfSNd6T5JRtL3FyHDuHvfc&hl=ro&ei=b3rhTIK2FcXEswbXypj_Cw&sa=X&oi=book_result&ct=result&resnum=10&ved=0CEAQ6AEwCQ#v=onepage&q&f=false..

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