The aim of the study that is described in this article was to determine the relationship between team leaders' motivational behavior and the performance of their team members. Moreover, the differences between the team leaders' self-assessments of their motivational behavior and their team members' perceptions have been studied. The study has been performed among 27 team leaders and the team members they are supervising in a South African multinational that produces tank containers. In the study each team is represented by 5 members, so the total sample consists of 135 team members. It appears that we have succeeded in developing a reliable measurement instrument for measuring degrees of motivational behavior shown by team leaders. Both for the team leaders' self-ratings and for the team members' ratings, the scales appear to be homogeneous. The instrument may be useful as a means for finding out where motivational behavior is already shown in organizations and where it has to be improved. It can also be used as a research instrument in future studies of the phenomenon. Moreover, the relationship between the team leaders' motivational behavior and the performance of the team members are dealt with. Besides, differences between the self-ratings and team members' ratings are discussed. Finally, some major implications of the outcomes and recommendations are given.
- self-other ratings (dis)agreement
- team members' performance
- South-African multinational
- Team leaders' motivational behavior