"Organisational Behaviour Anglia Ruskin University2.1 Leadership stylesLeadership is the skill of managers, which enable them to influence the mind of others in orderto move the organisation forward to achieve predetermined goals (Kouzes and Posner, 2007).According to Mullins (2013), leadership is a relationship whereby a lead person would changethe action or behaviour of others. Below is a framework that could be used to study leadershipconceptualised by Mullins (2013).Figure 2: Framework for the study of managerial leadership (Mullins, 2013)To date, there are many theories on leadership (Appendix 1: Various Leadership Theories). Oneof the more comprehensive styles adopted today is the continuum of participatory styledeveloped by Lewin (1939), which further expands the said style to be more inclusive asdepicted on figure 3.Student ID: 1527042/13 Organisational Behaviour Anglia Ruskin UniversityFigure 3: Continuum of Participatory Style (Author’s work, 2016; Lewin, 1939)According to Sheng Siong’s nature of business, the best suited style should be a top downapproach, also known as autocratic style. Sheng Siong is a family business that has prominentfamily members heading the board. Among them is Mr Lim Hock Chee, the CEO of Sheng Siongis the leader well-loved by Sheng Siong employees due to his perceived autocratic style ofmanagement. His style suits the industry as the staffs are usually blue collar workers that arefood processors, food packers or cashiers who are perceived to be uninterested in thecompany’s major direction. The business model is fast paced as it’s dealing with retailtransactions and the staffs do not have spare time to sit down for discussion.2.2 MotivationMotivation is widely regarded as the crux of management. Organisations succeed through itsmissions and purposes, carried out by its people guided by the process. Given the complexityof human nature, different people, groups and community are driven by different motivationfactors. Figure 4 below is an example of the correlation of ability and motivation as a basis ofperformance (Mullins, 2014). Leadership would fit in the “driving force box”, affecting theresults towards “desired goals” through corresponding behaviour or action.Student ID: 1527042/14 Organisational Behaviour Anglia Ruskin UniversityFigure 4: Basic motivational model (Mullins, 2013)Using motivational models in Maslow (1943), Herzberg Two-Factor Theory (1959) andMcClelland Theory of Needs (1961), we will analyse Sheng Siong’s level of motivational((Appendix 2: Sheng Siong’s staff related information (Sheng Siong, 2014)). Based on Maslow’shierarchy of needs, the staffs of Sheng Siong are definitely motivated as it satisfies all the fivelevels of needs ((Appendix 4: Maslow hierarchy of needs (1943)). On Herzberg Two-FactorTheory, Sheng Siong is able to satisfy both its hygiene and motivator factors with free staffmeals, profit sharing, recognition and awards just to name a few (Business Times, 2006). As forMcClelland’s Theory of Needs, Sheng Siong might conquer the need for achievement andaffiliation but not the need for power due to its autocracy leadership style. The limitation oftraditional motivational model like Maslow’s is that a person has to ‘climb’ the needs ladder toattain the next level which might not be the case. Whereas more contemporary motivationalmodel like McClelland Theory of Needs does not dictate and linkage between its factors.3.0 Leadership impact on motivation at Sheng SiongAutocratic style would suit better as the decision making process should be swift, coupled withthe staff not interested in being involved in discussion as it does not really matter them asaccording to Lewin’s motivation theory. This is legit as Sheng Siong’s bulk of the workforce ismainly lower educated blue collars workers. Leadership is a highly complex and multifacetedtopic which could be analyse in numerous ways with more contemporary style shedding morelights on the motivational aspect. For Sheng Siong, while the autocratic leadership thrived andsatisfied both Maslow’s and Herzberg’s theories, the flaw were shown in more recentMcClelland’s theory.Student ID: 1527042/15 "