International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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Volume 7 Issue 2
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Leadership Styles, Employee Motivation and Performance among Commission-Based Sales Employees in NCR, Philippines 2024-2025

Author(s) Zenaida Adan Gueta, Dr. Marilou C. Urbina
Country Philippines
Abstract The study analyzed the relationship between leadership styles, employee motivation, and performance among commission-based sales employees in sales and marketing agencies in the National Capital Region (NCR), Philippines. It provided insights into how leadership styles influence employee motivation and performance, identifying key factors that contribute to a productive sales environment. Using a descriptive-correlational research design, the study involved 132 commission-based sales employees selected through purposive random sampling. Leadership styles, employee motivation, and performance were assessed using a researcher-made questionnaire. The key findings revealed that leadership styles have a significant impact on employee outcomes. Among the leadership styles, pacesetting, affiliative, and democratic styles had the most substantial influence on performance. Employee motivation, particularly intrinsic motivation, showed a strong positive correlation with performance, underscoring the importance of fostering self-driven motivation. Employees demonstrated high performance levels, with job knowledge emerging as a key strength. There was a significant relationship between leadership styles and both employee motivation and performance. Regression analysis revealed that leadership styles accounted for a significant proportion of variability in employee performance. Moreover, there was also a significant relationship between motivation and employee performance. Leadership styles along with different approaches accounted for 86.4% (F=42.237; t=3.346) of the variability of the dependent variable, employee performance. Results also showed that for every one-unit increase in effective leadership practices, there is a 0.357 increase in employee performance. These findings highlight the need for organizations to implement leadership strategies and motivational initiatives that sustain employee engagement and optimize performance outcomes.
Keywords leadership style, employee motivation, performance, pacesetting, affiliative, democratic, intrinsic, extrinsic, job knowledge
Field Business Administration
Published In Volume 7, Issue 2, March-April 2025
Published On 2025-04-10
DOI https://doi.org/10.36948/ijfmr.2025.v07i02.41153
Short DOI https://doi.org/g9fcb9
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