Critical Evaluation of The Role of Leadership in Shaping Organizational Culture and Employee Motivation

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Abstract

The entire research has been focused on the insight derived from a critical evaluation of the role of leadership in shaping organizational culture and employee motivation. Organisations face a range of issues in terms of its cultural position and employee motivational approaches which directly unravel the integrated practices and impact the company negatively. It is necessary to judge the critical role played by a leader that shapes the entire company and its approaches. In this research the objectives and the questions are set in a manner that will illustrate a significant number of theories to support the core of the subject and attempt to address the nuances of leadership dynamics which encompass the ideas relevant to the subject. The objectives based on the research topic are as follows: To evaluate the significance of leadership in Tesco; To identify the role of leadership in Tesco; To analyse the function of leadership in employee motivation in Tesco; and; To assess the relationship between organisational culture and employee motivation in Tesco.

Generally, this study has utilised pragmatism philosophy. Moreover, deductive research approach also has been utilised within the research study. in this aspect, the researcher has used exploratory research design to effectively structure the research study. in addition to this, in order to proficiently collect the data, the researcher has utilised survey among 50 employees of Tesco, conducted interview among 2 managers of different department of Tesco and secondary research.

In this study, the role of the company’s executives has been emphasised at every step. When it comes to improving a company’s efficiency and competitiveness, leadership is often seen as the most crucial aspect. By using the most trustworthy and successful tactics, leaders ensure that the company and employee goals are matched. Efficacy and validity are proved in this chapter for the industrial sector, which relies on job constancy for its competitiveness. Exactly how leadership influences workers’ well-being and helps to the creation of a suitable business culture that supports value and devotion has been well studied. In this study, leaders’ effect on staff motivation and cultural orientation are extensively examined.

Table of Contents

Chapter 1: Introduction

1.1 Background of the Research

The strong foundation of a company is profoundly influenced by its leaders. They establish the goals, prioritize the tasks, govern, drive, and distribute. Strong leaders inspire their subordinates by providing a feeling of mission, goal, mentoring, and encouragement. What it implies to be effective in today’s varied workplace is being redefined. People are looking for more growth and mentorship from their leaders, and outdated leadership styles and cultures do not reverberate with this era. Having a good working relationship with co-workers is essential (Paais and PATTIRUHU, 2020). If the relationship is negative or unpleasant, workers will also be alienated from other components of culture. To be an effective leader, one must care about and help his team members reach their full potential. A contemporary leader is the finest in the world.

Rather than micromanaging and decision-making, contemporary leaders educate and train their employees. As opposed to attempting to handle everything themselves, they advocate for and empower their employees. They show their appreciation for their workers by giving them chances and sharing in their achievements (Li et al., 2018). Leaders in the contemporary day are inherently inclusive and create relationships with their employees. Organizational culture is shaped by the leadership style of a company.

The leadership approach is how leaders provide guidance to their team members. It’s the approach in which leadership functions, interact, and decide. It’s also about how people behave, connect, think, and value each other and the seniority in the workplace on a daily basis. What impact does leadership have on culture, and how does it affect other people, is a crucial aspect to consider (Chong et al., 2018).  When it comes to hiring, building high-performing teams, implementing company strategy, and keeping workers engaged over the long run, the influence of leaders in helping individuals construct a strong company culture is crucial. In order to have an optimistic influence on an organization’s culture, organisational leaders and individuals must work together.

Effective leadership development extends far beyond usual governing, organizational structure improvements or even identifying the correct cultural fit when recruiting new leaders. It is a foundation for the company to reach its goals while maintaining the organization’s cultural excellence and motivation (Chong et al., 2018). Considering the importance of leadership, the current research is focused on the influence of leadership in a specific sector and therefore attempts to develop the knowledge precisely on authentic data and relevant information.

1.2 Research Significance

As the name suggests, “corporate culture” refers to an organization’s collective values. What matters is how staff perceive concerning their profession, what they advocate for, and how they plan to bring the organisation where they want it to go. As a whole, these characteristics are a company’s “spirit” or “culture.” Creating a company’s culture can be an intentional process, or it can just occur as a consequence of a corporate history of choices. In an organisation with a distinct culture, employees know what is expected of them and proceed appropriately (Rahbi, Khalid and Khan, 2017). Culture in the workplace refers to how an organization, its hierarchy and its employees interact with one another. The way employees interact, the beliefs they embrace, and the choices they make all reveal a company’s culture. There are several components that make up an organizational culture, such as its workplace environment, its purpose, its style of leadership, its core principles, it’s ethical standards, and its aspirations (Chowdhury, 2014). A company’s culture depends heavily on its leadership approach and how employees are being treated and motivated within a company by its leaders.

Leaders have the power to motivate and empower their employees to achieve their collective and individual goals. Employee motivation is important and is heavily influenced by the leaders. Leadership creates the foundation where employees feel engaged and encouraged, this feeling provides them with the confidence and satisfaction which enable them to perform better (Chowdhury, 2014). Companies like Tesco has a vast range of organisational operations going on which require their employees to feel motivated and confident to accomplish on a regular basis. An effective leadership approach will enable them to feel secure and properly guided which will enhance their efficiency and accuracy.

A proper leadership approach provides employees with the ability to perform better and create a cohesive work environment to be in. when corporate leaders create a positive work culture, they drive their employees to the prospective path with appropriate support (Iqbal, Anwar and Haider, 2015). For instance, an effective leader will prioritize its company’s fundamental goals while being respectful and considerate about their employee’s individual success and interests. This allows a company to create a shared vision and develop a culture of perseverance and sustenance. It is important to distinguish the characteristics of a leader which support the overall corporate values and enable the employees to increase their professional commitment and satisfaction.

1.3 Research Rationale

The success of an organization’s values is largely dependent on efficient leadership practice. The protracted success of the organization may be ensured by boosting staff morale and reducing turnover via suitable leadership. A company’s culture is shaped by how well its people represent its principles. A leader’s job is to make clear the company’s vision, purpose, and values to all employees. A company’s culture may be defined, taught, measured, and rewarded by its leaders. Organizational success and expansion are made possible by effective leadership characterised by high standards of integrity (Iqbal, Anwar and Haider, 2015). Honest and trustworthy leaders establish a culture of respect and impartiality. Leaders that have a strong sense of justice are more likely to inspire and motivate their workers. A peaceful, cooperative, and confident work atmosphere is created through effective leadership. In order to foster a pleasant work environment, leaders must be ethical.

Basic principles that are strongly held, structured, communicated, and transferred by personnel are the distinguishing feature of a successful culture. In order for a business to be successful, its leaders must be mentors who exhibit behaviours consistent with its basic principles (Abasilim, Gberevbie and Osibanjo, 2019). Leaders that inspire their teams to live up to the company’s ideals by setting examples for them to follow are effective. As a leader, individuals are tasked with translating an organization’s goal into a practical outcome. Big retail giants like Tesco are people-oriented and thus require a corporate leadership approach that allows the establishment of a positive work culture which will not create pressure but will rather enhance the core value of the company by enhancing inter-personal commitment (Abasilim, Gberevbie and Osibanjo, 2019). The focus of the study is on the significance of the position of a leader as well as how his or her impact may encourage staff to execute effectively while generating a positive atmosphere.

Leadership is about being consistent with organizational features and responding to them with appropriate and suitable actions. The goal of a company and the value of its personnel are defined by its leaders (Al Khajeh, 2018). Leaders recognise that workers are the most valuable asset of a business, and their commitment to the company’s success generates the potential for growth. In order to keep their staff engaged, they make a significant investment in their personal and professional growth. Every organisation has a unique set of beliefs and practices that are reflected in its culture. Leaders assess their workers’ opinions and build fundamental dimensions of culture based on these findings to promote the company’s core values (Al Khajeh, 2018). Tesco also has a set of cultural features that requires leadership prominence and effective culture that not only enhance company growth by initiating profit prospects but also by enhancing employee motivation. This research thus maximizes the potential to examine the inter-relation between leadership and culture and employee motivation.

1.4 Research Objectives

The objectives based on the research topic are as follows:

To evaluate the significance of leadership in Tesco

To identify the role of leadership in Tesco

To analyse the function of leadership in employee motivation in Tesco

To assess the relationship between organisational culture and employee motivation in Tesco

1.5 Research Questions

The research questions developed from the objectives are stated below:

Q1. What is the significance of leadership in an organisational context?

Q2. How leadership can shape the organisational culture?

Q3. How does leadership function in motivating employees?

Q4. What is the relationship between organisational culture and employee motivation?

1.6 Research Structure

This is the introduction chapter that serves to explain the purpose and value of the study, as well as provide a brief overview of the particular topic.

In the later part of the research, a literature review is presented that combines a set of pertinent material. A wide range of topics are covered in detail. In addition, there is a thorough examination of relevant ideas and concepts.

A discussion of several techniques of data analysis is presented in the third chapter of methodology, which focuses on methodological approaches. Separated into several categories, it involves the selection of a methodological approach, concept, philosophy, and rationale of the study, as well as the techniques used to obtain information.

Findings are the fourth chapter which follows the previous three chapters, compiles a plethora of relevant data and is delivered in a precise manner.

The fifth chapter is devoted to analysing the relevant information which is referred to as the discussion.

The last and final chapter is the conclusion which completes the entire research and provides a comprehensive outcome while aligning the research approach to the core objectives.

1.7 Literature Gap

The entire research has been focused on the insight derived from a critical evaluation of the role of leadership in shaping organizational culture and employee motivation. Organisations face a range of issues in terms of its cultural position and employee motivational approaches which directly unravel the integrated practices and impact the company negatively. It is necessary to judge the critical role played by a leader that shapes the entire company and its approaches. In this research the objectives and the questions are set in a manner that will illustrate a significant number of theories to support the core of the subject and attempt to address the nuances of leadership dynamics which encompass the ideas relevant to the subject.

By using and integrating then theoretical underpinnings, the research has created a foundation that could address the areas yet not completely evaluate the factors with the insights. Although the questions have been set to cover all the important areas of concern yet a significant result cannot be found due to the insufficient creation on inter-dependence of ideas. Most importantly the objectives are created with the focus on a specific context of a company which will fail to address the different issues covered within the areas of leadership, motivation and organizational culture.

Chapter 2: Literature Review

2.1 Company Context

Tesco plc is a Welwyn Garden City, England-based global grocery and general products store. As assessed by gross revenues, it ranks third and ninth in the world, respectively, as a retailer. It operates in five European nations and has a market share of about 28.4 percent in the United Kingdom. Jack Cohen established Tesco in Hackney, London, in 1919 as a set of market stalls. The first Tesco store opened in 1931 in Burnt Oak, Barnet, when Cohen acquired a supply of tea from T. E. Stockwell and joined those three initials with the first two letters of his surname. Over 100 Tesco stores dotted the country by the end of 1939, when his business was at its peak (Sultan, 2020).

As of the early 1990s, Tesco had operations in 11 countries across the globe. In 2013, the firm decided to leave the United States, however as of 2018, it is still thriving in other countries. Throughout the 1960s and 1970s, Tesco has expanded into a wide range of businesses, including the retailing of books and apparel as well as the sale of electronics and furniture. Since 1993, Tesco has attempted to appeal to a wide spectrum of customers with its “Tesco Value” and “Tesco Finest” lines of products, which were developed in an effort to diversify the company’s customer base. Internal and external functions are influenced by Tesco’s organisational culture. Organizational culture is critical for fostering an atmosphere where employees may collaborate often. Workers that are in a favourable work environment are more productive than before. It is Tesco’s management’s goal to encourage its employees by focusing on the company’s culture and surroundings (Brannen, Mughan and Moore, 2020).

2.2 Concept of Organisational Culture

The functionality and performance of a company depends upon its ability to identify regulatory values which determine conduct of the workers. Specific values, perceptions and beliefs have to be developed in order to channelize practices as per the goals set for the larger community. Therefore, every organisation sets a series of rules that elaborate the kind of behaviour and approach expected to attain the targets. As per Guevara et al., (2019), organisational culture is considered to be an array of guidelines framed to develop interactive processes and approaches for a work environment. The key is to map out contributions in influencing the social and psychological conditions where employers and employees are to work daily. Based on the ideas of Guevara et al., (2019), the company’s branding is developed on these traits as they determine how people would react to generate positive responses among each other. So, organisational culture can be said to connect with the image that a company creates in the larger market, among buyers or users and potential entrants.

However, it is a common misconception that individuals pursue is that culture defines visions. Definitely, cultural dynamics are born of visions that leaders possess. On the contrary, Winston and Carter (2021) suggest that visions have a direct imprint on a mission statement or goal selected by bosses for standardising performances. On the other end, cultures are formed by the behaviours and interactions that employees retain among each other. These cannot be drafted using documents or press releases but can only be generated in cognitive workspaces which is why morale grounds are mandatory.

2.3 Significance of Work Culture in an Organisation

It can be understood from the description above that organisational culture is of utmost importance in determining people’s conduct and behaviours. However, the key areas of a company where work culture influences remain unclear.

First of all, the work culture of a company determines the business pursuit of the people working in the agency. As per Greyser and Urde (2019), it is the work culture that defines the way businesses are done, the internal and external interactions with other stakeholders. Therefore, it reflects what the company consists of apparently.

Second, organisational culture is the key to developing employees into critics. This is because an ideal work culture gives the scope for employees to introspect their individual values and contributions. Automatically, they become their own critics when they evaluate their performances. However, it must be stated here that it depends upon the psyche of workers if they are to assess their contributions or expect better reputation without being efficient.

Another consideration which work-cultures highlight the transformation to team-based activities is. As suggested by Rodriguez‐Lluesma, García‐Ruiz and Pinto‐Garay (2021), this can only be born when like-minded individuals come together in an organisation with similar agendas. The cultural guidelines cannot comprehend what people have in their minds and only procures conduct.

2.4 Preferable Models of Organisational Culture

The most popular work culture model used by companies across the world is corporate culture. Being internally secured, this form evolves around valuing ethics and prerequisites to manage employees and their relations ideally. In fact, it prioritises customs and work strategies here are formally accounted for by the commercial legislation.

However, there are four different models to incorporate relevant dynamics:

Clan Culture

The main focus of this type lies in mentoring employees for maximising team outputs. According to Lorincová (2018), this form of involvement intrigues engagement and improves workplace agility. Such workers can easily adapt to different situations. However, a family-oriented ideology can be challenging to retain with enlargement of workforces. Plus, it can be lacking proper directions while allocating duties individually.

Hierarchical Culture

A traditional approach to businesses, this ideology is all about stability and integration. Here, commands are directed by the authorities to workers which defines actions to attain specific objectives. However, Kulapov et al., (2019) suggest that a lack of employee feedback inhibits engagement. Also, the rigidity of this culture makes it less likely to endorse changes and further adapt with circumstantial requirements.

Market Culture

The criteria here is growth for which competition is necessary. As opined by Lorincová (2018), this is a planned system where profitability determines the team’s efficiency. Clarity of objectives helps to work harder for success. On the other end, workers often fail to reciprocate purposes as every decision and idea is numerically assessed. Therefore, processes become unidirectional for daily interactions.

Adhocracy Culture

The primary agenda of workers here is to risk comfort for larger benefits. Innovation is of utmost priority to attain differentiation. As per Kulapov et al., (2019), it also generates internal competition which pressurises workers and diminishes work quality. Despite this, employees following this trend are always motivated to give their best shots. In fact, focus is much more centred around targets.

2.5 Describing Leadership

It is often debatable to consider leadership as an inherent or inculcated ability. Critics have contradicted on this matter time and again. However, a common perception even amidst the dispute is that effective leadership is highly influential in generating positive responses and controlling professional activities. According to Kurniawan and Syakur (2017), leadership is therefore defined as the capability of a single or group of people to influence other members of an organisation. In fact, leadership is an area of investigation and experimentation and is therefore a practical guide which is developed from experience.

The key to generate maximum support and accomplishments in a common agenda is the leadership ability that organisations possess in the longer period. Leadership is therefore a design which keeps varying across continents. For example, there are contrasts between the Western and Eastern leadership styles and even amidst North American and European approaches.

On the other hand, leadership has its liabilities which individuals must also address. Criticism is quite common as leaders are judged for their ideas and undertakings at every step. Based on the research of Devine (2021), leaders cannot be considered efficient if they cannot account for their actions or face criticisms with sportsmanship. Interestingly, leadership connotes transparency which is significant for maintaining clear communications. Being the final decision-maker, leaders are expected to be learned in identifying the pros and cons of their choices. Therefore, leadership is not inculcated with theories and concepts that journals detail. There must exist some talent in managing underlying communities that look up for appropriate functioning.

2.6 Significance of Leadership

It is clear from the discussion above that leadership is explored to develop positive results in fulfilling common goals and practices. Therefore, the first significance lies in generating productivity and profitability via performances. As stated by Kok and Van Den Heuvel (2019), being a practical skill, leadership undertakings resonate imprints on people’s group work processes. So, organisational boards allocate tasks and duties according to the ability of an individual to lead their teams or employees respectively. For example: The directorial board of Amazon allocates duties to leaders who decide important functions and proposals under different circumstances. This clarifies the second significance which is decision-making. As per Neves, Almeida and Velez (2018), leaders are expected to make operational and ethical decisions that determine the future of a company. However, these keep varying across industries.

The most common parameter guiding leaders is their critical knowledge and intuitions. This is because without proper instincts leaders cannot experiment and take up risks to pursue innovations. On the contrary, Offermann and Foley (2020) have opined that lack of leadership talents tend to minimize the coherence in an industry which results in reduced time management and people’s congruence to processes. Again, lack of proper leadership enhances problems which makes future prospects of a company vulnerable like in finance or conflict management.

2.7 Elements of Ideal Leadership

A number of fundamental skills and notions can be mentioned while discussing ideal leadership. These mainly include the following skills:

Farsightedness

A visionary leader is always able to foresee the future of propositions or actions. Therefore, being farsighted means a leader is invested in the research to assess complexities and prospects.

Listening Skills

As per Bächtiger and Parkinson (2019), listening implies paying respect to people’s thoughts and opinions. Active listening builds reliance which affects the relations with employees or others in conversations. However, leaders must be humble and self-aware.

Critical Thinking

On the contrary, Christensen et al., (2018) states that ideal leaders must critically assess actions or propositions if they are visionary. Being optimistic must also mean that they judge and decide on suitable strategies.

Decision-making

Critics also opine that; effective leaders examine situations rather than listening to rumours. They value choices but never jump to conclusions without applying their knowledge and experiences.

Problem Solving

Good leaders have great intuitions to detect problems and settle issues. They know ways to manage and negotiate without creating outbursts that can hamper ambiences.

Motivational Skills

As per Trigueros et al., (2019), equal importance is given to motivating oneself and others to retain coherence. Lack of inspiration cannot generate communications which affect interrelationships at work.

Care

Balancing work and life make way to generate a sense of importance. Critics state that workers do not value leaders coercing others to fulfil targets.

Accountability

No leader can have clear missions without being accountable. Therefore, they must be answerable for their plans and encourage criticisms that construct their professional conducts.

2.8 Common Concepts of Leadership

Leaders have been employing different leadership concepts and styles which relate to their personal and professional understanding. Oftentimes, they tend to blend two or more styles to meet different requirements in a company. Depending on situations, leadership approaches can be divided to attend diverse cultural areas:

Authoritative Style

Better known as the visionary style, leaders here draw the ways and set expectancies which employees must follow. Confident leaders explain their actions and plans while directing them towards the company’s goals. However, they provide workers with choices in attaining expected results.

Democratic Style

The most common approach for workplaces, this approach addresses workforce’s opinions to finalise decisions. Such leaders encourage participation from workers by laying necessary information. Construction industry and corporate offices encourage this technique to allow every individual to state their perceptions and negotiate with ideas.

Coach Style

Coach leaders value employees as talent hubs who must be guided to explore their innate abilities. As stated by Turnnidge and Côté (2019), the capacity of an individual is put to test with little directions that a leader issues to trigger the creativity of workers. However, mentoring larger groups can be challenging at individual levels.

Pacesetting Style

Pacesetters are mostly indulged in driving employees to increase their productivity for profits. Unlike coach leaders, they do not invest time in building skills but rather focus on exploiting talents. Consequently, leaders and employees can tire of the racing mechanism.

Affiliative Approach

Popularly known as servant leadership, this contrasts all other leadership techniques. As per Wachira Karanja and Iravo (2018), leaders focus on people’s responses more than company’s benefits. Emotional needs are significant determinants and therefore, members often end up exploiting leaders.

Autocratic Style

This is a command-control technique that leaders initially used on inexperienced members. According to Woodard (2017), it is rather ineffective now as workers are now experienced. In fact, overindulgence of leaders tends to generate conflicts among employees which affects work ambiences adversely.

Laissez-faire Style

Contrary to the autocratic mechanism, leaders here take least interest in employee’s work processes. As mentioned by Breevaart and Zacher (2019), employees are given liberty to work in any measure which might drift them off tasks. Therefore, regular performance feedback and reporting is mandatory.

2.9 Connection between Leadership and Organisational Culture

There lies a distinct connection between leaders and work cultures owing to their origins. It is worth mentioning here that leadership results from community needs for a strategic guidance and aspiration. Again, the work culture formulates all necessary dictates which supposedly increase the chances for bettering the community’s performances. Therefore, both can be said to be directed towards a common goal which is to develop a company’s outputs. However, it cannot be possible to frame a working guideline if a leader is not personally following them. Therefore, the first node lies in abiding by what is being expected from aspiring workforces.

Leaders, being the need of a professional group’s directions, decide the kind of behaviour and conduct which can ease communication via understanding. According to Bromley and Meyer (2021), empowering workers with criticism, inspiration and appraisals are key behaviours for leaders with missions and plans. Again, these altogether generate coordination in the work environment. However, Lumpkin and Achen (2018) suggest that balancing community’s performances via encouragement of cultural values depends on the leader’s awareness. Critics also state that persuading employees for the right policies is difficult unless leaders retain a clear mindset of activities. The plan must be clarified to retain the team’s attention, using different leadership styles.

2.10 Significance of leaders in managing Cultures

The divergence of cultural perspectives among economies automatically results in distinctions between organisational values. Therefore, every company has its own set of principles that guide workplace behaviours and interactions. According to Tamunomiebi and Ehior (2019), work cultures are therefore derived unintentionally by the pioneers to retain an upper hand among employee groups. As discussed earlier, leaders shape community regulations at work to reflect on their expectancies from available and potential candidates. However, they must themselves have a clear ideology of work patterns. Therefore, organisational culture is theoretically derived using three basic processes which are namely:

Socio-Dynamic Theory

Interactions and interpersonal perceptions are qualitative features that align complex systems of behavioural rules among differing characteristics. As reported by Rosenthal-von der Pütten and Abrams (2020, July), socio-dynamics is based on identifying the behaviours of team members which generate from individual interactions and group-level relationships. The study involves a chained analysis of adaptive systems which tend to centre around psychological, social, economic disciplines. On the contrary, Rodríguez‐Pose (2020) opines that there lie different sets of progress which positive politics can generate but are difficult to comprehend without in-depth knowledge. Therefore, young leaders without enough knowledge and experience cannot quite understand the intellectual and moral progressions alongside visible physical progressions.

Theories and Practices of Leaders

As suggested in the previous sections, leaders must preach what they practise daily at the workplace. For example: a leader pursuing servant or affiliative style is expected to render the value of prioritising employees over oneself and expect similar responses from workers. However, that being said, Afshari (2020) reports that a multicultural environment has to work with employees with different mindsets who might not agree with the leader’s approaches. According to Camp (2018), negotiations here act beneficial as they allow employers and employees to discuss a common ground of action. Again, work cultures being imprints of leadership must develop by considering larger group work elements.

Practical Learning

A vital fact that individuals must consider is that even experienced workers must adapt and learn in diverse workspaces. As per Huda and Teh (2018), the process of learning in a workplace is therefore meant to direct the skills and potentials to the right policies and actions. Consequently, communication becomes important in determining the standards of reciprocation. On the contrary, Caron, Asselin, Beaudoin and Muresanu (2019) have reported that psychosocial diversities and backgrounds often tend to influence professional exchanges. As a result, leaders must be the first to approach members and address their gaps. Positive criticism binds members with a participative response that enables easier inculcation of functional values.

2.11 Implications of the Connection in Motivating Employees

A company’s long-term effectiveness is dependent on a number of factors of which inspiration is primary. It is the elementary force that motivates individuals time and again to stay focused in their agendas and better their deliveries. However, the motivational criteria cannot be measured cumulatively in larger institutions.

Every individual has their own needs and expectations for joining industries. So, it must be speculated individually to assort them according to their commonness. As investigated by Abtahi et al., (2020), tallying the processes and practices available to inspire workers is time-consuming and needs regular reporting initially. However, the process helps leaders and managers to understand the common grounds that summon the need for employment in any sector. For example: undergraduates in the Western economies often indulge in small and large fast-food sectors like McDonald’s as service providers. This is generated from their need to fund their educational and larger career targets. Again, women in any company tend to look for a safe and secure work environment with minimal professional hazards like manipulation and dominance. Aspiring candidates from diverse countries often attempt for offshored jobs with remote working facilities to enhance their experiences and reputations.

It can henceforth be generalised those motivational needs must be speculated to determine the governing factors. This helps organisations in applying measures. Now, as summarised by Men and Yue (2019), work culture is critical in generating cognitive responses among employees. Leaders encouraging positive involvement rarely come across issues of ideological disputes or cases of harassment and discrimination. Secure and hygienic work cultures attract more employees from other parts via personal referrals. The efficiency of management practices reflects in teamwork and collaborations between different departments of an organisation. Effective inspiration via financial or non-financial measures can maximise the participation and fair competition in the workspace. This further leads to profits which can be distributed equally.

2.12 Possible Limitations in Implementation

The trickiest part of an organisation is encountered while accommodating changes in work patterns and perceptions. It is however natural owing to the common psyche of individuals to work in a comfortable procedure, avoiding the risks of failure and conflicts. However, given the current pandemic situation, almost all organisations had to rethink their work cultures and practices to accommodate continuity in finances and deliveries. A sudden shift from the regular physical attendance to virtual participation via conferences and meetings has made way to indulge in remote working only.

However, such a massive transformation cannot be accepted by all. Implementing different corporate culture and its retention is inconsistent in the given work setup. The following commonplace concerns can be identified in relation to changing policies:

Change Resistance

Innovation is mandatory to develop an organisation’s innate abilities and adjust with changing externalities. However, reports that employees often begrudge changes owing to the fear of failure in experimentations. This mentality leads to huge turnovers due to lack of expected reciprocation.

Unclear Communication of Purposes

Leaders and managers must ensure that people are aware of the need for change in their systems. According to Mitić et al., (2017), this implies that individuals learn the meaning of job fulfilment in new work settings. It is better than a mere motivational oratory.

Rigid Structures

Rigidity of work culture and structure affects the adaptability negatively. Leaders pursuing autocratic or pacesetting styles often face complexities in adapting measures to change work conditions abruptly. However, transformational and democratic styles acknowledge valuable feedback from employees to identify new possibilities.

Absence of Commitment

One of the challenging circumstances in transforming corporate cultures is in enforcing commitment. As opined by Roux and Härtel (2018), physical interactions allow leaders to assess people’s mindset and direct them to work. However, remote working has given the freedom to slacken in homely settings.

2.13 Consequences Led by The Problems

Based on the identified issues, the primary consequence of sudden changes is in accommodating people’s consent. Covid-19 has limited work access to online platforms which many employees cannot avail at their localities. According to Waizenegger et al., (2020), lack of technical expertise is also pressuring people to adapt new practices that increase conflicts. Again, knowledge and experience of leaders is limited to one-to-one interactions which technology is forbidding. Issues of connectivity keep rising and allow sloppy workers to make excuses. Also, public organisations across the globe do not have options to work remotely. Therefore, delivery of services is getting delayed leading to pending workloads.

Now, people in the private sectors resisting changes are getting unemployed amidst lockdown. In fact, outsourced work cultures have also diminished massively. This is making ways to lose trust in organisations which can terminate workers anytime. As a result, people feel less safe in the new design alongside other prejudices.

2.14 Suggestions Applicable

Given the issues in executing different work cultures for employee engagement, the following suggestions can be applied to ease policies changes and acceptance for leaders universally.

Attaining Smaller Achievements

Understanding the reasons deterring change acceptance is important in an ideal work culture. According to Cooper (2019), it is better to take small steps to change practices of teams and focus on attaining good results faster. This allows the authorities to show the benefits of changing practices and keeps members on their edges. Also, employees are less likely to disagree and resist when processes are sequentially altered.

Generating a Movement

Abrupt changes amidst the pandemic have been damaging workplaces resource wise. So, it is essential to clarify the visions commanding changes in policies of conduct and behaviour. That way, people tend to understand the merits and align their contributions to the larger movement. A story that generates involvement is always welcome even if it is hypothetical. People tend to listen to such tales with seriousness.

Changing Decision-making practices

The problems of rigid work infrastructure and management approaches dawn the prospects of building adaptive work cultures. As per Rangachari and L Woods (2020), innovation is essential and leaders should therefore select techniques that prepare employees mentally for unprecedented changes. In fact, decisions should not be abruptly issued without prior knowledge or discussion. A group set-up overpowered by dominant actions of leaders often leads to conflicts that degenerate work environments.

Reward Systems and Practical Innovation

Changing the usual work procedure to a new and different system requires people to maximise their participation. As per Janssen and Van Der Voort (2020), cognitive responses can be best observed in existing projects where change or innovative notions can be recommended. Also, executive departments must indulge in exchange of ideas and reward good performances. This results in improved flow of communication besides locating gaps while practising functions in altered settings.

2.15 Theories and Models Recommended

Cognitive Behaviour Theory (CBT)

Diverse employment and cultural distinctions imply that people would have contrasting perceptions and psyche. Therefore, organisations would need members who can analyse the psychology of people and channelize ways for involvement and retention. As opined by David, Cristea and Hofmann (2018), the CBT is a therapeutic tool which helps people to understand the need and procedures to address destructive elements generating negativity in job fields. The concept identifies common negative emotions like depression, anxiety and rivalry which arise from multiple factors like discrimination and preferences. The spontaneity of negative thoughts and their effects on work cultures are prioritised to curb future adversities. However, this theory can be a complicated logistics if leaders do not consult counsellors or specialists. This is because, the qualification of individuals leading groups is limited to the workspace which often leads to neglect. Specialists can speculate such triggers and prescribe group therapies and trainings to negotiate complications.

Engagement Theory by Kahn

Full-fledged commitment is born of employee’s sense of importance in a company. In fact, it is an asset that predicts the activeness of an organisation in any industry. Therefore, engagement of employees is extremely crucial if a company plans for long-term coverage. However, such a committed team can only be obtained with clarity in behaviour and sharing of beliefs and assumptions that formulate organisational cultures. According to Basit (2017), William Kahn has formulated this necessity in his engagement theory where meaningful jobs, safe working conditions and available employees are considered suitable. The founder suggests that employees should be attended as partners rather than drones. So, leaders must integrate discussions and dialogued to generate ideas on undertakings and possible ventures. In fact, the collaborations of these efforts determine how motivated employees would be to stay in a company. However, the theory does not highlight ways to develop utmost satisfaction.

Skill Theory of Leadership

This theory focuses on the flaws of the Traits Model. It elaborates that unlike the latter concept, skills determine the efficiency of leaders in understanding situations and determining policies for operations. As stated by Ramlall (2020), two skill approaches: Katz’s three skill and Mumford’s skill models determine ways to make leaders experienced to handle different situational needs. The former focuses on three parts: technical, human and conceptual assets which reflect upon work proficiency, capability and managerial efficiencies to address larger contexts. The latter however analyses the use of environment, experience and attitudes in shaping a leader’s activities. Understanding the requirements in a business depends upon the leader’s intuitions and introspections which have founded the two approaches. It is this knowledge that formulates appropriate guidelines and principles which must be retained all along. Overall, it eases the process of building an orientation to recover under adverse situations like stagnancy.

Leader-Member Exchange Theory (LMX)

LMX has been around for well over a decade and a half at this point. The dyadic idea is used to define the leadership process in this well-researched leadership method. Dansereau, Graen, and Haga developed the hypothesis in 1975. It’s a one-of-a-kind, inflexible philosophy of description. There is an in-group and an out-group here; the in-group deals with more complex roles, while the out-group works with more straightforward job duties. In this LMX, leadership is described and prescribed. Relationship between the members of a group is what LMX theory is about. The process of selecting a leader involves stages. Phases of acquaintance, friendship, and partnership are all distinct. Roles, influences, trades, and interests are established at every stage. The first phase, known as the stranger phase, focuses on the individual rather than the greater benefit of the group (Megheirkouni, 2017). It’s in phase two that the leader and follower will be tested to determine if they are both ready to take on more responsibilities and take on new tasks. At this point, the attention shifts from the individual to the collective. It’s at this point that influence becomes reciprocal; interactions are high-quality; group interests prevail; and followers’ growth and success are put first.

Transformational Leadership Theory

As a result of this type of leadership, a company’s fortunes can be turned around. It has a lot of power and a lot of connections. It encourages others to follow in its footsteps and achieve great things. Downton (1973) and Burns (1978) originally came up with the idea. An attempt was made to link the leadership responsibilities with the roles of the followers in the idea. A distinction was made between leadership and power, which is inextricably linked to the needs of the members. Humility is used to demonstrate one’s expertise while also building trust. It’s a certain way to gain both authority and followership through charismatic leadership. It’s the best way to lead (Northouse, 2016). As a result, employees are more likely to stick around and new projects are more likely to be adopted quickly. Employees’ productivity rises as a result of their sense of belonging to something greater.

Authentic Leadership Theory

Authentic implies genuineness. We can’t be ourselves if we’re mimicking someone else. Even if we’ve learned from others’ mistakes, it’s impossible to become like them completely (George et al., 2007). Ethics and compassion are central to the theory of true leadership. A good network and a consistent nature make it an excellent choice. Northouse’s (2016) hypothesis is still in its infancy, but when completely developed, it might bring together all of the hypotheses mentioned in this article. Terry (1993) and George (2003) are two of the most important thinkers on true leadership. Terry worked on the “genuine action wheel,” which depicts how a leader categorises the problems of their people. It’s the finest solution to a problem ever devised. Discipline, compassion, values, a network, purpose and passion are all traits of a genuine leader. As with the other theories discussed here, this one focuses on relationships, transformation, and influence.

Chapter 3: Methodology

3.1 Chapter Overview

It is the purpose of this section to discuss the many research approaches that have been used by researchers throughout the project in order to get the most effective conclusion. As a result, the next part will focus on the research philosophy, research strategy, and research design, which will be divided into three categories. In addition, the process of data collecting, data analysis techniques, sample and sampling methods, and sample and sampling methods have all been discussed in further detail in the following section. The section has also included some possible ethical issues for the researchers, as well as a timeline for the project’s completion. Furthermore, the researcher has greatly and dramatically increased the possible knowledge and information about the demonstration of sampling technique and sample size that has been established by him or her. Apart from that, the researcher has competently assessed and displayed the understanding of the most appropriate ways and procedures that have been employed and applied inside the scope of this particular study of the research.

3.2 Research Philosophy

Research philosophy is a way of thinking about how evidence about a phenomenon should be gathered, assessed, and used. There are different philosophical methods to research, and the term epistemology applies to them all. So, in a nutshell, scientific discovery is the transformation of doxa into episteme, or the transformation of knowledge into doxa. The positivist and interpretivist schools of thought have coexisted in the West’s scientific history for centuries and are mutually reinforcing (Ragab and Arisha, 2018). There is a belief that reality is steady, and that it can be described objectively, without affecting the events under inquiry. For them, events and discoveries must be separated and repeated in order to be beneficial. Interpretivists think that reality can only be fully known and comprehended via subjective interpretation and engagement in reality.

To ensure that the study is conducted in the most effective way possible, the researchers have adopted a pragmatism philosophy. This philosophy has the potential to provide an experience-based and action-focused paradigm that will aid researchers in overcoming real-world difficulties in their study. By mixing diverse paradigms throughout the research process, this strategy has the potential to provide superior research outputs (Melnikovas, 2018). For example, pragmatism does not regard research questions to be the most important factors of the research process, as do other research philosophy. Pragmatism is the use of diverse ideas and frameworks to the identification of better answers to research challenges. Furthermore, by emphasising the aims, it makes it simple to link the many practical viewpoints that have been gathered. This makes it more successful than other philosophical approaches.

3.3 Research Approach

The applicability of hypotheses to the investigation is a key distinction between deductive and inductive procedures. Inductive and deductive approaches are used to examine assumptions, while new ideas and generalisations are created inductively. Instead, starting with “surprising facts,” the inquiry starts with “puzzles,” which must be solved. In each scientific investigation, regardless of the topic area, the research method must be described. Researchers must explain the differences between the three primary methodologies in order to conduct their study. In addition, by dividing the arguments into multiple parts, the researcher must clarify the strategy the researcher has used in the study (Basias, and Pollalis, 2018). A deductive method is one in which the researcher has established a set of hypotheses for the dissertation and then test whether or not they are true. The consequences of labour mobility inside the EU are evaluated using a deductive technique, which involves formulating hypotheses that are then tested in the lab.

Hypotheses are not necessary in an inductive method. There are a number of things the researcher needs to think about before he or she begin the study. When using an abductive technique, the research process is focused on providing an explanation for a set of pre-specified “incomplete observations,” “surprising facts,” or “puzzles.” In research, the inductive, deductive, and abductive research methodologies are the most often utilised. The researchers have opted for an inductive technique in order to carry out their study efficiently. Because the study does not need the creation of any hypothesis, this method is ideal for the project (Coombes and Ryder, 2019). When compared to other research methods, the inductive technique has allowed the researchers to focus more intently on their study goals. The process begins with a collection of data and progresses to the development of hypotheses. Creating fresh hypotheses has aid researchers in their work in the future. Because of this, it has been employed in the study.

3.4 Research Design

The framework of market research methodologies and procedures that are selected by a researcher is known as research design. A well-chosen study design allows researchers to use appropriate methodologies for the study, as well as to set up future studies effectively. Researchers may use qualitative, quantitative, or a combination of these methods in their work. It is possible to conduct experiments, surveys, correlational studies and quasi-experimental reviews under these designs of study. Experimental design, problem definition, and descriptive investigations are all forms of research approaches (Novikov and Novikov, 2019). Also included in research designs are the aspects of data collecting, data measurement, and data analysis. As a general rule, rather than the other way around, the research design selected by the researcher is determined by the research topic the organisation chooses to work on. During the design phase of a market research project, researchers decide which tools will be utilised and how they will be used.

In order to increase the study’s internal and external validity, effective research often guarantees that the data gathering process has the lowest possible levels of bias. When doing an experiment, the goal should be to minimise the amount of mistake that occurs in the study. Explanatory, exploratory, and descriptive research designs are the most widely utilised in investigations. The authors are considering utilising a descriptive design to analyse the methodologies in their study (Sileyew, 2019). This particular design is more suited to describing a situation or population since it can do it in a more methodical and precise way. As a result, it is able to answer research questions more effectively and to conduct more thorough analyses of study samples. Various qualitative and quantitative data may be gleaned from it, allowing for a more complete picture of the situation at hand. As a result, it will be put to good use over the course of the investigation.

3.5 Research Sampling

Individuals, things or stuff that are removed from the population in order to be measured are known as samples in the scientific community. To be able to generalise the results from the study sample to the broader population, the sample must be representative of the populace. Researchers in the UK retail business has chosen two organisations to gather samples for the project’s main study (Schreier, 2018). Additionally, 50 Tesco workers have been selected to engage in the survey. The scholar has picked two managers from two separate departments to interview for the study. In this case, random sampling will be utilised to choose responders at random from a vast pool of applicants. Because of its cheap cost, a cluster sampling approach has also been utilised by the researcher.

3.6 Data Collection Process

Quantities, amounts, and values are all types of quantitative data that may be found. It expresses things in a straightforward and simply quantifiable manner. For example, the number of customers who bought a certain product, the rating a customer gave a product out of five stars, and the amount of time a participant spent on the website are all metrics that may be assessed. Rather than being numerical in nature, qualitative data is described in a descriptive manner. Comparatively speaking, qualitative data is less palpable and more difficult to measure than quantitative data (Mohajan, 2018). In addition to descriptive phrases, personal opinions may be included in this material. Online product evaluations, replies to an open-ended survey question about the kind of movies they love to watch on the internet, and a talk with a consumer care representative are all examples of what consumers understand by “customer service,” according to the researchers.

In order to gather information in an appropriate way, both primary and secondary data collection approaches will be used in the study. Primarily, the main data collecting technique will enable the researchers to get raw information on the issue from respondents who are affiliated with commercial organisations via the use of questionnaires (Theofanidis and Fountouki, 2018). Furthermore, the secondary data gathering strategy has assisted the researchers in obtaining information from a variety of previously published research studies. Therefore, both strategies have been incredibly beneficial for the study since they have allowed for the collection of correct data. In addition, the writers have utilised both survey and interview methodologies to gather information for their research.

3.7 Data Analysis Process

Even though there are many diverse approaches to data analysis, most may be summarised into a single term. Analysis of data is the practise of transforming raw data into usable information that can be used by company leaders to make better choices. By giving valuable information and statistics, such as charts, photos, tables, and graphs, the technique aids in reducing the inherent hazards of decision-making. It is a strategy for collecting useful information for business decision-making by cleaning, manipulating, and modelling data in order to reveal new insights and make it available for use by others (Snyder, 2019). The primary aims of the Data Analysis process are to extract useful information from data and to make a decision based on the knowledge obtained via data analysis. When the researcher has made a decision in their daily lives, he or she thinks about what occurred in the past or what would happen if he or she has made a specific choice.

This is a simple example of data analysis. This is nothing more than pondering the past or the future in order to make informed choices. For this purpose, we sift through the recollections of the past or the hopes for the future. Data analysis is the new name for what an analyst used to perform for company. Both quantitative and qualitative methods of data analysis have been effectively used in the evaluation and interpretation of data (Elliott, 2018). A vast amount of non-numerical data can be managed simply by researchers using the qualitative approach, whereas numeric data may be analysed by researchers using the quantitative technique. The primary reason for using this mixed-data research approach is to unearth discrepancies between quantitative and qualitative conclusions. In order to understand the obtained data, thematic analysis approaches were used.

3.8 Ethical Consideration

The ethical considerations raised in this study are the most important components of the total research provided. If this component is not there, it might also result in the failure of research articles. The respondent must have agreed to participate in the research voluntarily. When developing the study framework, the researcher must adhere to certain ethical criteria in order to achieve the desired outcome. When attempting to achieve a fundamental goal, it is vital that practitioners adhere to certain ethical principles of conduct (Ngozwana, 2018). The data in this study is contextual, which means that the researchers gathered and analysed information from earlier research undertaken by other experts. The university library has all of the required records, books, and magazines on hand for the students. Respect was shown for the authors’ intellectual property rights, and the work was properly cited.

Despite the fact that the research relied on material from previous academics, it was unparalleled in terms of originality. As a result, the task was judged to be devoid of any plagiarised content throughout the inspection. The data collected for the research must be extensively examined to verify that the conclusions reached are accurate. This material is correct in that it represents the prosecution’s overall context. Throughout the period of the test sample (Navalta, Stone and Lyons, 2019). The difficulties experienced in getting factual information and attaining comparative interpretation of the relevance of social media tools in the procedure of completing out the Tesco has faced concerns in its business operations have been discussed in detail elsewhere in this report. The researchers took special care in choosing data and selecting a sample throughout the research’s analysis to guarantee that the data and sample obtained were representative of the study’s greater reach.

3.9 Summary

Throughout the evaluation of the above study of methodology, it is summarised that the researcher has prominently utilised and implemented the most appropriate and suitable and resilient methods within this study of the research. Due to this, the researcher has been able to significantly and successfully accomplish the entire research study by demonstrating crucial, authentic and evident knowledge to the learners and the future researchers. Generally, the researcher has proficiently utilised the pragmatism philosophy within this study in order to significantly evaluate the mixed data of the research. Moreover, the selection of deductive research approach also helped the researcher for developing its consistency for the study.

In addition to this, the utilisation and implementation of descriptive research design has helped the researcher in order to significantly and prominently structure the entire study. Furthermore, primary and secondary data collection process also have been proficiently utilised and survey has been potentially implemented within the research study. in this aspect, in order for effectively analysing the entire data and information that have been collected from both the primary and secondary sources, the researcher has utilised and implemented the thematic analysis method within the study of the research. In this way, the researcher has been able to proficiently demonstrate the most potential and significant knowledge and information to the learners and the future researchers of this particular research topic.

Chapter 4: Findings

4.1 Primary Quantitative Data

4.1.1 Survey

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco, it is evident that around 12% of employees belong to the age group of 20 to 29 years old. Moreover, around 26% of employees belong to the age group of 30 to 39 years old. In addition to this, approximately 22% of employees belong to the age group of 40 to 49 years old. Also, around 28% of employees belong to the age group of 50 to 59 years old. Furthermore, approximately 12% of employees belong to the age group of 60 to above 60 years.

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco, it is evident that around 22% of employees have 1 to 5 years of experience within their job. Moreover, around 20% of employees have 6 to 10 years of experience within their job. In addition to this, approximately, 28% of employees have 11 to 15 years of experience within their job. Also, around 16% of employees have 16 to 20 years of experience within their job. Furthermore, approximately 14% of employees have 21 to 25 years of experience within their job.

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco, it is evident that around 20% of employees strongly disagree that their leader is efficiently manage the organisational functions. Moreover, around 22% of employees disagree that their leader is efficiently manage the organisational functions. However, approximately 10% of employees did not share any concern with this question. On the other hand, around 22% of employees agree that their leader is efficiently manage the organisational functions. Furthermore, approximately 26% of employees strongly agree that their leader is efficiently manage the organisational functions.

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco, it is evident that around18% of employees strongly disagree that their leader and management team motivate them to develop their job performance within the organisational culture. Moreover, around 16% of employees disagree that their leader and management team motivate them to develop their job performance within the organisational culture. However, approximately 16% of employees did not share any concern with this question. On the other hand, around 30% of employees agree that their leader and management team motivate them to develop their job performance within the organisational culture. Furthermore, approximately 20% of employees strongly agree that their leader and management team motivate them to develop their job performance within the organisational culture.

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco, it is evident that around 36% of employee say yes to that they notice different kinds of changes that have been implemented and brought or fetched by their leaders to develop their organisational different kinds of activities. Moreover, approximately 42% of employees said no to that they notice any kind of change that have been implemented and brought of fetched by their leaders to develop their organisational different kinds of activities. On the other hand, around 22% of employees said may be to that they notice any kind of change that have been implemented and brought of fetched by their leaders to develop their organisational different kinds of activities.

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco, it is evident that around 20% of employees strongly disagree that their leader uses any strategic approach or theories and models to efficiently and proficiently motivate them and their colleagues. Moreover, around 16% of employees disagree that their leader uses any strategic approach or theories and models to efficiently and proficiently motivate them and their colleagues. However, approximately, 12% of employees did not share any concern to this question regarding their leader uses any strategic approach or theories and models to efficiently and proficiently motivate them and their colleagues. On the other hand, around 30% of employees agree that their leader uses any strategic approach or theories and models to efficiently and proficiently motivate them and their colleagues. Furthermore, approximately 22% of employees strongly agree that their leader uses any strategic approach or theories and models to efficiently and proficiently motivate them and their colleagues.

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco, it is evident that around 32% of employees said that their leaders effectively motivate and encourage them towards their organisational job practices by providing addition wages. Moreover, around 32% of employees said that their leaders effectively motivate and encourage them towards their organisational job practices by providing job flexibility. In addition to this, approximately 24% of employees said that their leaders effectively motivate and encourage them towards their organisational job practices by providing yearly holiday trips. On the other hand, around 12% of employees said that their leaders effectively motivate and encourage them towards their organisational job practices by providing support and guidance through 24×7 in any kind of situation.

Throughout the conduction and consideration of the process of entire survey among the employees of Tesco , it is evident that around 22% of employees strongly disagree that their executive and management team put their potential focus on implementing and utilisation digitalisation within the employee training system in order to efficiently develop their performance. Moreover, around 18% of employees disagree that their executive and management team put their potential focus on implementing and utilisation digitalisation within the employee training system in order to efficiently develop their performance. However, approximately, 10% of employees did not share any concern to this question. On the other hand, around 32% of employees agree that their executive and management team put their potential focus on implementing and utilisation digitalisation within the employee training system in order to efficiently develop their performance. Furthermore, approximately 18% of employees strongly agree that their executive and management team put their potential focus on implementing and utilisation digitalisation within the employee training system in order to efficiently develop their performance.

4.2 Primary Qualitative Data

4.2.1 Interview

Q1. How your leadership manage employee motivation?

Marketing and Sales Manager: Actually, our leader very encouraging for our employees. For developing their performance and productivity, our leader offers our employees different kinds of rewards, holiday trips, etc. and for these, our leader has been able to effectively maintain its employee motivation and satisfaction.

Operation Manager: Our leader efficiently helps our store or front-line employees by providing them the facility of job flexibility. With this, our employees have been able to proficiently maintain their personal and professional life balance.

Q2. How your leadership helps your management team to maintain effective workplace culture?

Marketing and Sales Manager: Our executives utilise different resilient and effective models. Therefore, they have been able to efficiently maintain our workplace environment and culture. Due to this, our employees are staying encouraged and motivated towards their job.

Operation Manager: Our front-line staffs and store management head is getting sufficient support and guidance from our leader to handle any kind of critical situation efficiently.

4.3 Secondary Qualitative Data

4.3.1 Leadership Shaping Organisational Culture and Employee Motivation in Tesco

Human resource management strategies such as worker motivation aim to increase workers’ commitment and positivity toward their work. Managers have a critical role to play in this aspect of the business. It is essential to promote the overall success and improvement of the firm by enhancing service standards via employee motivation. To motivate their staff, managers utilise a variety of techniques, including as incentives, praise, and recognition. Researchers have produced a variety of theories on motivation, and managers adapt them to fit the needs of their enterprises. In Tesco’s business, there are two motivating ideas that have shown to be quite effective. Tesco’s goal is to reward its staff for their increased productivity by increasing their salaries and annual bonuses (Ogbeibu, Senadjki and Peng, 2018). Primarily, they are concerned with ensuring the physical and emotional well-being of their workers. Afterwards, Tesco’s emphasis is on improving the workplace culture, guaranteeing work-life balance, and promoting employee well-being and safety on the job.

After a set amount of time, they also make their workers’ positions permanent. The company cares deeply about the well-being of its workers and makes every effort to alleviate any stress they may be feeling by meeting their basic social requirements. From Tesco’s point of view of accomplishment, they give official and informal assistance in several methods for the need of self-esteem and self-actualization. Each and every one of a company’s employees has their own unique set of working habits (Brannen, Mughan and Moore, 2020). Some people are very driven and committed to their work, while others are only given the opportunity to perform if their production or schedules allow it. Some employees aren’t ready to contribute to the company’s success since they aren’t up to the task. Among Tesco’s staff, a wide range of opinions may be discerned. Thus, the Mars technique may be utilised to better comprehend the unique behaviours of each and every worker at work.

Tesco provides its staff with training and skill-improvement sessions in order to satisfy their desire for learning and growth. It is conceivable for an employee’s productivity and devotion to work to decline if they lack the necessary abilities. As a result, Tesco constantly makes certain that its staff have all of the necessary abilities and talents to do their jobs. It’s no surprise that Tesco has consumers from all walks of life, even though it’s a worldwide supermarket retailer. Behavioural patterns, needs, and wants are all impacted by this societal trend (Weber, 2018). Tesco’s management must pay attention to the demands of its consumers and do an in-depth cultural analysis as well. Tesco may conduct a survey to learn more about the purchasing habits of its consumers in a certain town, area, or culture. Tesco’s organisational culture also influences the way it performs its tasks both internally and outside.

The culture of a business is critical to creating an atmosphere where people can work together often. When employees work in an atmosphere where they feel appreciated and respected, the company’s bottom line improves. When it comes to keeping its staff motivated, Tesco management concentrates on the company’s culture and atmosphere. After strategizing, the resources and components must be coordinated so that the function may be directed in accordance with the plan and decision of the authorities (Utami, 2018). The functions may be done in a more efficient manner if they are directed in the appropriate direction. Directing people to accomplish their task in an expedient and competent manner is also necessary. Every stage of operation management needs clear guidance. The competent management team is constantly aware of the team leader’s capacity to supervise the team as well as the processes in place.

The term “democratic leadership” is used to describe participatory leadership. This form of management is based on the goal of establishing a sense of unity and dedication among the team members. Everyone in the team or in the workplace is encouraged to speak out and be involved in the decision-making procedure with this method of management (Johnson et al., 2018). Team members have the right to express their views on any operational management project or function. As a result, workers gain self-assurance and begin to see themselves as an integral part of the firm, much as the owners do.

4.3.2 Increasing Employee Engagement Rate in Tesco due to Motivation and Positive Workplace Environment

The average number of Tesco employees in the United Kingdom (UK) from 2012 to 2021 is shown in this graph. Tesco’s workforce grew steadily throughout this time span, reaching 336 thousand people in 2021. Tesco PLC was established in 1919 by Jack Cohen, a food and general products shop (1898-1979). Food and drinks, apparel, household appliances, and financial services are all part of the company’s product line. Tesco is a well-known UK supermarket chain with a sizable portion of the country’s food market. Around 420,000 people work for the corporation, which is based in Hertfordshire, United Kingdom (Blázquez, 2021). Nearly 5,000 Tesco outlets may be found all over the globe. The United Kingdom is Tesco’s primary source of yearly income. As a result, the company now sells its goods in European and Asian markets. Asda and Sainsbury’s are Tesco’s primary competitors in the grocery store industry, according to market share.

Figure 1: Average Number of Employees at Tesco from 2012-2021

(Source: Blázquez, 2021)

“Tesco had an average workforce of 367,361 in 2021”. There were 336,392 people employed in the UK and Ireland, the majority of whom worked in the UK. While it had outlets in “Czechia”, “Hungary”, “Poland”, and “Slovakia”, it also had a presence throughout Eastern Europe. Tesco plc, a global supermarket and general goods store, doing business as Tesco. In 1919, Jack Cohen created the corporation, which has its headquarters in “Welwyn Garden City”. “In the 2020/21 fiscal year, the company’s 367,321 workers worked in over 5,000 locations and brought in almost 57 billion British pounds in revenue” (Blázquez, 2021). Nearly 4,000 of the company’s outlets were located in the United Kingdom and the Republic of Ireland, generating 53 billion in sales. For many years in a row, the firm has topped the supermarket industry in the United Kingdom. Too far in 2015, nevertheless, the organisation’s market share has been steadily decreasing.

Chapter 5: Discussion

5.1 Analysis

There are many distinct meanings of leadership in the corporate world. Leading an organisation is a critical managerial function that aids in productivity and goal achievement while also ensuring optimal utilisation of available resources. Having a clear vision, inspiring employees, and fostering a positive corporate culture are all hallmarks of effective leadership. Analysis of a leader’s relevance may help every employee contribute significantly to the success of the organisation, regardless of their position. Leadership plays a variety of critical aspects in an organization’s success. Providing the company with a clear sense of direction is one of the key obligations of the CEO.

The leader communicates the goal and what the organization’s employees need to accomplish in order to reach it. Even though a group of people may have varying interests and abilities, a leader makes individual efforts to achieve the group’s shared goal. To help their organisations achieve greatness, leaders empower workers and organise personal efforts toward a shared goal. The best teams are made up of individuals that have a wide range of skills and abilities. However, many companies still choose a team leader to focus the efforts of their personnel in order to increase productivity. Because of this, the team has to be led by an experienced manager.

5.1.1 Thematic Analysis

Significance of Leadership in Tesco

In order to help others, a leader must first empower themselves. Leaders are more aware of their team’s objective and how to achieve it. To help the business reach its goals, a successful leader not only stimulates people but also recognises and expresses their vision. The leader is in charge of ensuring that everyone in the team knows their roles and duties and that the team can plan and execute projects efficiently. Efficacy of leadership and employee involvement are important factors in organisational performance and growth. Purposeful people are more driven, and motivated people achieve their goals more quickly. It inspires one to work hard to achieve one’s desired outcomes. Leadership attributes must be properly encouraged for the complete workforce to adopt the ideal technique to achieve various company tasks. From the survey, Tesco’s 30% of employees think that their boss and management team inspire them to improve their job performance. Also, Tesco’s 20% of employees strongly feel that their leader and management team inspire them to improve their job performance inside the company culture.

The issue is that no one pattern fits all businesses. In your role as a leader, you must be accountable for the actions and maintain objectivity. Employers benefit from employees’ awareness of their requirements and expectations. It impacts the culture and motivation of the organisation through influencing leaders’ thoughts. The drive to achieve is crucial for both the individual and the leader. A successful leader must grasp the driving factors in order to rekindle them. The development of a company’s moral and competitive cohesiveness appears to be highly correlated with its health and growth. Emotional and psychological states affect motivation. Behaviour and decision-making impact morale. So, he must be always aware of his behaviour. Successful leadership is built on a cooperative mentality. Incorporate their teams’ tasks into the company’s overarching plan. Recognizing and rewarding employees helps them achieve the company’s fundamental aim.

Role of Leadership in Tesco

A leader’s principal function is to balance subordinates’ interests with corporate objectives. Managers and employees must have the same moral compass. This individual ensures all employees understand and support the company’s needs. People feel successful when they complete big tasks. As a manager, you must believe that the staff are performing tough tasks vital to the company’s long-term success. He must ensure that the employees’ efforts are recognised. This motivates people to achieve their goals. Two primary variables impact people’s interactions with their environments. The items below demonstrate the presence of a leadership and individual motivation locus.

A company’s total success depends on appropriate motivational techniques and leadership ideas that help reduce possible hazards and build a healthy work environment. A great corporate culture requires a strong leadership culture. On the other hand, the executive and management teams put a high priority on digitization within the employee training system, according to around 32% of workers of Tesco in the survey. Also, Tesco’s 18% of employees strongly feel that their executive and management teams focus on integrating and using digitalization inside the employee training system to improve their performance.

The way leaders and personnel interact reflects the administration’s culture. It’s how leaders conduct themselves, communicate, and make choices. Workplace practises, relationships, attitudes, and beliefs must all be kept in mind at all times. Leaders must recognise their role in shaping an organization’s culture, and organisations must actively support employees’ professional growth. A company’s capacity to develop leaders goes beyond the classroom and includes hiring new executives who are culturally compatible. Involved high-ranking bosses with their employees’ welfare. The present breed of leaders is world-class. Executives today seek to counsel and educate their staff rather than micromanage.

Rather of relying entirely on the company’s resources, people are encouraged and assisted to develop their own talents and competencies. They value their employees, provide them opportunity, and reward their achievements. Modern leaders are generally impartial and receptive to their workforces’ opinions. In order to promote a healthy culture, executives may aid their staff by enabling 1:1 encounter. In 2021, Tesco had an average of 367,361 employees. More than three-quarters of a million individuals were working in the United Kingdom and Ireland. Over 57 billion British pounds in sales was generated by the company’s 367,321 employees in the 2020/21 fiscal year (Blázquez, 2021).

Function of Leadership in Employee Motivation in Tesco

In today’s competitive corporate world, when everyone tries to be the best, leadership is crucial in shaping organisational culture and motivating workers. Different leadership styles impact a corporation’s direction. Employee performance is influenced by the leader’s flexibility and management style. Leadership is crucial in lowering and standardising organisational culture and making individuals happy with their job. The poll yielded a broad variety of insights on employee views regarding the different leadership styles and also some insight into issues that they feel are significant in the corporate dimension. The company questioned 42 people, including junior staff, senior management, and the owner. On the other hand, in survey, Tesco’s 30% of employees say their boss effectively motivates them and their co-workers using strategic approaches, ideas, and models. Also, around 22% of employees strongly feel that their leader applies any strategic strategy, ideas, or models to effectively encourage them and their peers.

Majority of respondents said leadership impacts corporate success and employee motivation. Effective leadership is required to guarantee the company’s mission is carried out ethically. Leaders establish a healthy work environment and culture to inspire colleagues and enjoy their jobs. a leader’s approach to honesty and teamwork. If the staff is happy, a good cultural framework may be depicted. Leadership, according to many, shapes corporate culture by setting norms for managers and employees alike. This study found that employee productivity and job quality are linked to their view of their role in the company’s culture.

Collaborative, constructive impulses rather than confrontation can help people achieve more and be more productive in some areas. Also, in survey, around 32% of employees of Tesco said their leaders effectively motivate and urge them towards their organisational job practises by offering additional salaries. Moreover, roughly 32% of Tesco’s employees reported their leaders successfully excite and support them towards their organisational job practises by giving employment flexibility. Also, almost 24% of employees reported their leaders successfully motivate and support them towards their organisational job practises by offering annual vacations. Tesco’s 12% of employees say their leaders successfully motivate and assist them towards their organisational job practises by giving 24×7 support and advice.

Relationship Between Organisational Culture and Employee Motivation in Tesco

Employees need to realize their efforts are appreciated and rewarded positively. The respondents confirmed this by noting that they recognised the necessity for adequate remuneration and awards, which is why they focused on encouraging programmes. As a manager, they must decide how to effectively reward your employees depending on their performance and loyalty to the organisation. So, to tailor programmes to employee excellence, leadership actions must be rationalised and linked to business goals. Leaders improve the working environment for their people by understanding and meeting their requirements. A large majority of employees think that their own motivation is vital to the company’s general culture of optimism and collaboration. Leaders usually build tactics based on their team members’ viewpoints and positions in the workplace. Leaders employ analytics to manage each staff group. Theory X and Y advocates urge individuals to utilise optimism to boost productivity instead of being fully dedicated to their tasks. These two techniques have certain similarities but also differ significantly. It is up to the company’s senior executives to meet commercial expectations.

After a predetermined period of time, TESCO also make their employees’ roles permanent. As a result, the corporation places a high value on its employees’ health and happiness and goes out of its way to ensure that their fundamental social needs are met. From Tesco’s point of view of achievement, they assist their customers in a variety of ways to boost their self-esteem and self-worth. A company’s employees each have their own set of distinct working habits that they follow (Brannen, Mughan and Moore, 2020). There are some people who are extremely dedicated to their job, while others are only given the opportunity to perform if their production or schedules allow it.

There are training and skill-improvement programmes offered to Tesco employees to meet their thirst for learning and progress. If an individual lacks the essential skills, it’s possible that their productivity and dedication to their job may suffer. Therefore, Tesco ensures that its employees have the essential skills and competencies to do their duties. The fact that Tesco is a global grocery chain is hardly a surprise to anyone who has ever shopped at one. This cultural tendency has an effect on everyone’s behaviour, needs, and desires (Weber, 2018). As a result, Tesco’s leadership must focus on both customer needs and cultural differences. Depending on the town, region, or culture, Tesco may undertake a poll to better understand its customers’ shopping patterns. Internally and externally, Tesco’s organisational culture has a direct impact on how it conducts its duties.

5.2 Summary

In order to feel valued and supported by those in control, workers must feel connected. You may inspire and motivate your co-workers by being positive and offering adequate aid. They become more driven to deliver exceptional achievements because they are less stressed and more enthusiastic about their jobs. This study included interviews with people from diverse organisations who shared their views on the impact of leadership on employees. They’ve also discussed the links between company development, motivation, and cultural change. To their employers, employee well-being and cultural values are important. A wide range of benefits that enhance both professional and personal well-being encourages employees to stay engaged and optimistic. Following Maslow’s hierarchy of requirements. Employees need the necessities for a meaningful and satisfying life and career, the idea goes. Privileged interests can be respected and validated rather than pushed. Many factors impact an employee’s work satisfaction, according to this idea.

These factors must be considered while determining employee satisfaction and retention. Perceived satisfaction among employees boosts motivation, which spreads across the company. Efficacious leadership empowers workers to make better decisions while protecting their interests. Employees who are happy with their professional obligations and benefits avoid conflicts and maintain excellent relationships with co-workers. To get the task done correctly the first time, workers who are inspired by their employers are more upfront about their worries and ask for their boss’s support. This will improve employee communication and collaboration. It reflects the company’s positive culture, which fosters positive interactions, encourages professional responsibility, and fosters employee accountability. Inspire persistence and happiness by cultivating an encouraging environment. Some leadership traits or styles help create a pleasant workplace by supporting and adapting tactics that benefit employees and motivate them. Building a healthy workplace and a solid support system for employees is important to these CEOs. In measuring an individual’s needs, Maslow’s hierarchy of needs places a high value on status, self-respect, perseverance, and recognition.

In the course of this investigation, all attention has been paid to the importance of the company’s leaders. Leadership is frequently seen as the most important factor in a company’s quest to improve its efficiency and competitiveness. Leaders play a critical role in ensuring that company and employee goals are aligned via the use of the most reliable and effective strategies. Effectiveness and validity are demonstrated in this chapter for the industrial sector, where competitiveness is dependent on job consistency. Exactly how leadership affects workers’ well-being and contributes to the development of a proper company culture that encourages value and commitment has been explored in detail. Extensively discussed in this study include how leaders influence staff motivation, as well as their cultural orientation.

An interview and a survey have been done to gain a better understanding of the idea and how it helps firms achieve their objectives. In addition to the management, employees from a variety of organisations have submitted their thoughts and ideas. All in all, this study provides a comprehensive understanding of the subject and is based on a collection of concepts that are linked together in a way that allows for an extensive awareness of the concerns.

Chapter 6: Conclusion and Recommendations

6.1 Conclusion

The research has been constructed to signify the concept of leadership approach and how it shapes the entire corporate orientation of a company by influencing the culture of employee motivational aspects. The importance of leadership has always been recognised across the global corporate dimension. It is undeniable that leadership forms the very basis of a successful organisation. The basic approach of a company is always to keep their strategic direction stable and innovative which requires a contemporary approach of leadership and superior interventions curated by the leaders.

It is necessary for a company to be able to select the right leadership personality who will be able to empower the people within the firm and enable others to reach their targets with apposite professional solutions. Having a broad arena of actions within the organisational setting, the majority of its people often fail to stay motivated and lack the drive to achieve their goals proficiently. The synchronisation of the internal and the external practices are managed by the leaders which is the primary foundation for an active and prospective entity. The concept of leadership encompasses several areas of concern and regulates the entire ongoing process while motivating the employees consistently. It is important to balance the complete procedures and establish a clear vision for the convenience of the staff to carry out the tasks with utmost precision.

Leaders may build an environment that demonstrates acceptance, ideals, psychological compatibility, consistency, and collaborative inclination. These elements contribute to a synergy by which a company can more easily achieve its aims. Culture is a fundamental component of a company’s environment in which its workers and core personnel participate in frequent actions and generate an ambience of adaptability. The major purpose of the corporation’s hierarchy is to ensure the employees operate with professional eagerness and are consistent with business operations to fully support the company’s strategic guidelines.

If the workers are not inspired and the quality of cultural aspects is not improved, it is essential for the organisation to continue its strategic approaches successfully. The absence of collaboration and honesty among employees results in inconsistent cultural aspects. A leader’s primary duty is the creation of a coherent management structure and the administration of an intensive but professional atmosphere. The major objective of the leader is to sustain the staff while being utmost sensitive to their demands and motivational interests.

The distinctive behaviour of a leader positions him at the centre of all current operations and allows him to produce more income for the organisation. The likelihood of employees achieving success in their jobs increases when they are highly motivated. A leader’s responsibility is to ensure that his or her staff are engaged and passionate by ensuring that a healthy and sustainable cultural environment is in place. The management style used by a company has a considerable influence on the overall performance of the organisation. The main goals are to promote cohesion and involvement among the employees. When it comes to their employees, executives must ensure that they are not being micromanaged by their superiors.

The outcome is that employees who are exposed to excessive micromanagement lack the motivation to devote their efforts to the company’s objectives. To get a better conceptual understanding of the various linked dimensions of leadership, this research has brought together a wide variety of essential topics that need to be addressed. As a result, organisations have long recognised the importance of leadership, recognising that its effects on both collective and individual objectives are significant, as demonstrated by the findings of this study. According to the conclusions of this study, leadership has a major influence on employee motivation and, as a result, on the cultural diversity of a company’s workforce. It is undeniably true that the approaches of leadership have a substantial influence on the performance of a firm.

Leading a culture of honesty among their employees and increasing employee dedication to accomplishing the company’s goals via their work are both attainable for leaders who are more flexible. Effective leadership requires a leader to concentrate on the most critical areas of the company’s operations while devoting the time and effort necessary to pave the way for the company’s employees to realise their objectives. The foundation of a good organisation is constructed on the shoulders of strong leadership and high-quality cultural characteristics. Worker productivity is governed by their ability to function with clarity and intellectual comprehension, which results in a high level of production and output consistency. In order to fulfil industry needs, the commercial world has transitioned away from the old professional disciplines and has come to rely heavily on the present form of corporate operations in order to do business. Therefore, businesses have sought ways to meet the requirements of their employees while still ensuring that the company’s strategic objectives are satisfied.

If workers are driven to contribute their mental and physical resources to the development and success of the company, they will do so if they have a positive relationship with the organisation. Aspirational companies would be able to develop the ideal leadership strategy that would allow them to organise and direct their entire workforce while also making them feel that they are important to the company and that their continued dedication and involvement within the organisation would be rewarded. In reality, this is unlikely to happen. Ultimately, this study’s findings revolve around an organization’s capacity to sustain a positive organisational culture and favourable employee attitudes while also inspiring its employees. The findings are summarised in the statement above. According to a variety of viewpoints, leadership is a crucial component of every organisation and has the ability to significantly alter the profile of an organisation via their substantial knowledge and experience, among other things.

6.2 Recommendations

Developing and implementing a strong leadership strategy may have a significant impact on the culture and employee engagement of a firm in several ways. The following suggestions will assist you in gaining a better understanding of the situation and developing the best feasible strategy.

Identifying workers’ concerns and offering them with appropriate help ought to be the major purpose of managers’ one-on-one sessions with their employees. As a result, it is critical that these dialogues incorporate all aspects of both professional and personal opinions in order for individuals to feel comfortable sharing their viewpoints. Improvements in the connection between the authority and its subordinates will help them to carry out their responsibilities more successfully in the future.

Organizing frequent get-togethers, outings, and celebrations such as picnics and holiday parties may assist the company’s employees grow more comfortable in their surroundings and foster a greater sense of community inside the organisation. Picnics and holiday parties are two examples of such events. Leaders must take the initiative in order to improve the overall quality of interactions among all employees in the organisation. As a result, they will be better able to relate to one another and will feel more integrated as a result of the experience. The existence of such an environment has been shown to improve both communication and employee morale.

There is an increase in the sophistication of motivating tactics being used in the corporate sector nowadays. Similar to this, there are no other motivational programmes that may help leaders by increasing levels of employee excitement while also boosting performance standards for their teams. This motivational strategy, known as gamification, is gaining significant acceptance in the corporate sector as a means of increasing employee competency and motivation while decreasing costs (Walls, 2021).

However, these are only a few examples of the principles that leaders may utilise to strengthen their organization’s strategy and drive it in the right direction; there are many more. These types of feedback can aid leaders in identifying and designing better solutions to challenges that they are confronted with in their organisations.

Employee retention and satisfaction may be improved by conducting a departure interview. It is a great approach for employers to identify what issues need to be addressed in order to increase employee retention and satisfaction (Mirza, 2021).

6.3 Future Research Scope

The current state of research on this issue opens up a wide variety of possibilities for further exploration, some of which may shed light on hitherto undiscovered aspects of the subject. Another group of scholars may unearth many more fundamental truths about leadership and its link to organisational culture and employee motivation in the future, and this might be a significant breakthrough. Future researchers will be able to analyse business settings and link relevant data in order to acquire a more in-depth understanding of the subject matter because the study was conducted on a large scale without taking into consideration any organisational background. It is vital to reveal the primary operations of an organisation in order for researchers to study the major components of leadership and how they connect to the overall health of the business, as previously said. By conducting research on a specific company or sector, it is possible to discover the possibility for a company’s leadership to modify the dynamics of its corporate strategy.

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Appendices

Appendix 1: Survey Questions

Q1. What is your age group?

20-29

30-39

40-49

50-59

60 to above 60

Q2. How long you are doing job in your firm?

1-5 years

6-10 years

11-15 years

16-20 years

21-25 years

Q3. Do you agree that your leader is efficiently manage organisational functions?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Q4. Do you agree that your leader and management team motivate you to develop your performance?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Q5. Do you noticed any kind of changes have been brought by your leader to develop organisational activities?

Yes

No

Maybe

Q6. Do you agree that your leader use any strategic approach or theories to motivate you and your colleagues?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Q7. If your leaders effectively motivate you then say how they encourage you to develop your performance?

By providing additional wages

By providing job flexibility

By providing yearly holiday trip

By providing support and guidance 24×7

Q8. Do you agree that your executives focus on implementing digitalisation within employee training system to develop your performance?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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