Methods

Conceptual Framework

This study investigates the perceived relationship between leadership styles and team motivation levels in Abu Dhabi's healthcare sector. Specifically, the study investigates the relationship the three leadership styles (authoritarian, democratic and laissez-faire) have with team motivation. This also includes an analysis of the relationship between organizational culture and leadership style to provide insights into whether Abu Dhabi's healthcare sector allows leaders to follow the recommended leadership styles and how these leadership styles could be adapted into the existing culture of the organization.

An overview of the leadership styles used in this study is shown in Table 1.

Table 1
Overview of Leadership Styles
Dynamic Leadership Team Motivation Area of Interest Managerial Applicability Best For
High Low
Democratic + Entrepreneurial sector Meets challenges when companies need to make decisions over a short period. Possibly lengthier decision-making process, the leader can appear uncertain.
Experts who know their job and carry out their responsibilities with minimal supervision:
  • Pharmaceutical industry
  • High-tech firms
  • Housing construction sites
  • Universities
  • Information technology companies
Geographical area UK (casual leadership) A consensus rule would work best In Asian cultures, but complicate the process further
Workforce technical innovation Helps employees accept changes, because they play a role in the process. Values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader.
Authoritarian + Entrepreneurial sector Streamlined decision making under emergency situations, as no one challenges decisions. Managers possess total authority and impose their will on employees, leading to abuse.
Industries with high productivity and turnover rates:
  • Music
  • Restaurants
  • Manufacturing
Geographical area France favours this style of leadership Germany (hierarchy, consensus)
Workforce technical innovation Benefits employees who require close supervision. Creative employees who thrive in teams hate it.
Laissez-faire - Entrepreneurial sector Lacks direct supervision of employees and fails to provide regular feedback to those under supervision. Produces no leadership or supervision efforts from managers, which can lead to poor production and control and increasing costs
Companies either in the incubator phase of product development or engaged in highly creative businesses:
  • Start-ups or social media companies
  • Research and
    development departments
  • High-tech firms
  • Product design
     companies
  • Advertising agencies
Geographical area Australia (one of the mates) Sweden (primus inter pares)
Workforce technical innovation Ideal for highly experienced and trained employees. Hinders the production of employees needing supervision.