Impact of Leadership Styles on Employee Motivation: A Case Study of St. John's Hospital, Mzuzu, Malawi

Leadership is an important factor in influencing employee motivation especially within the healthcare industry to ensure quality service delivery. This study examined the impact of leadership styles on employee motivation at St. John's Hospital in Mzuzu, Malawi. The aim of this study is to assess how leadership styles at St. John's Hospital influence employee motivation and identify actionable recommendations that strengthen leadership in improving staff motivation.
The study used a mixed research design. Data was collected from a sample size of 150 employees. From the targeted sample, 138 were valid responses, representing 92.0%. The study used structured questionnaires as the primary tool to collect both quantitative and qualitative data. The Statistical Package for the Social Sciences (SPSS) was used to analyse the data collected. The study findings were summarized using descriptive statistics for quantitative data, and thematic analysis for qualitative data to identify key patterns.
The results showed that employees generally had positive perceptions of leadership behaviours, especially regarding to performance recognition, goal communication, teamwork encouragement, employee involvement in decision-making, guidance and support and autonomy. Employees also reported relatively high levels of motivation including job satisfaction, organisational commitment, willingness to exert extra effort and intention to remain with the organisation. The Pearson correlation analysis showed a positive and significant relationship between leadership styles and employee motivation (r = 0.828, p < 0.001). Regression analysis further demonstrated that leadership styles are significant predictors of employee motivation (β = 0.828, p < 0.001), explaining 68.6% of the variation in employee motivation.
The study concluded that effective leadership practices enhance employee motivation in health care organisations. The study suggests that hospital management should improve participative leadership, communication, employee performance recognition, teamwork and supervisory support to sustain employee motivation and achieve organisational success.

Leadership styles; Employee motivation; Healthcare management; Malawi.

1. Aman, A. H. (2024). The effect of leadership styles on employee motivation’s in Adama Hospital Medical College, Ethiopia. Journal of Human Resource Management, 12(2), 22–33. https://doi.org/10.11648/j.jhrm.20241202.11 [Google Scholar] [Crossref]

2. Amde, K. (2024). The influence of leadership styles on employee motivation and job performance. International Journal of Human Resource, 1(1). https://forthworthjournals.org/journals/index.php/IJHR/article/view/76 [Google Scholar] [Crossref]

3. Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire (3rd ed.). Mind Garden. [Google Scholar] [Crossref]

4. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates. [Google Scholar] [Crossref]

5. Blau, P. M. (1964). Exchange and power in social life. Wiley. [Google Scholar] [Crossref]

6. Breevaart, K., Bakker, A. B., Demerouti, E., & van den Heuvel, M. (2015). Leader–member exchange, work engagement, and job performance. Journal of Managerial Psychology, 29(7), 754–770. https://doi.org/10.1108/JMP-03-2013-0088 [Google Scholar] [Crossref]

7. Chikaphupha, K. R., Kok, M. C., Nyirenda, L., Namakhoma, I., & Theobald, S. (2016). Motivation of health surveillance assistants in Malawi: A qualitative study. Malawi Medical Journal, 28(2), 37–42. https://doi.org/10.4314/mmj.v28i2.2 [Google Scholar] [Crossref]

8. Chipeta, E., Bradley, S., Chimwaza, W., & McAuliffe, E. (2016). Working relationships between obstetric care staff and their managers: A critical element in the retention of skilled professionals in Malawi. BMC Health Services Research. https://doi.org/10.1186/s12913-016-1694-x [Google Scholar] [Crossref]

9. Chirwa, L. (2025). Impact of leadership styles on employee motivation as mediated by organizational culture: A case of healthcare NGO in Zambia. International Journal of Academe and Industry Research, 6(1), 84–107. https://doi.org/10.53378/ijair.353165 [Google Scholar] [Crossref]

10. Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). SAGE Publications. [Google Scholar] [Crossref]

11. Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19–60. https://doi.org/10.1016/j.ijnurstu.2018.04.016 [Google Scholar] [Crossref]

12. Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/S15327965PLI1104_01 [Google Scholar] [Crossref]

13. Dzimbiri, G. L., & Molefi, M. A. (2022). Model of talent management for registered nurses in Malawian public hospitals. SA Journal of Industrial Psychology, 48, a1953. https://doi.org/10.4102/sajip.v48i0.1953 [Google Scholar] [Crossref]

14. Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569–591. https://doi.org/10.1037/00332909.129.4.569 [Google Scholar] [Crossref]

15. Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard, 27(41), 35–39. https://doi.org/10.7748/ns2013.06.27.41.35.e7565 [Google Scholar] [Crossref]

16. Gyensare, M. A., Anku-Tsede, O., Sanda, M. A., & Okpoti, C. A. (2019). Transformational leadership and employee turnover intention: The mediating role of affective commitment. World Journal of Entrepreneurship, Management and Sustainable Development, 15(2), 204–223. https://doi.org/10.1108/WJEMSD-02-2016-0008 [Google Scholar] [Crossref]

17. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis (8th ed.). Cengage. [Google Scholar] [Crossref]

18. Kasenga, F., & Hurtig, A.-K. (2014). Staff motivation and welfare in Adventist health facilities in Malawi: A qualitative study. BMC Health Services Research, 14, 486. https://doi.org/10.1186/s12913-014-0486-4 [Google Scholar] [Crossref]

19. Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705–717. https://doi.org/10.1037/0003-066X.57.9.705 [Google Scholar] [Crossref]

20. Mavhungu, D., & Bussin, M. H. R. (2017). The mediation role of motivation between leadership and public sector performance. SA Journal of Human Resource Management, 15, a840. https://doi.org/10.4102/sajhrm.v15i0.840 [Google Scholar] [Crossref]

21. McAlearney, A. S., & Robbins, J. (2014). Using high-performance work practices in health care organizations: A perspective for nursing. Journal of Nursing Care Quality, 29(2), E11–E20. https://doi.org/10.1097/NCQ.0b013e3182a813f3 [Google Scholar] [Crossref]

22. Mchungwa, F., & Kara, N. (2025). Leadership styles and their influence on employees’ job motivation in Ludewa District Council. African Journal of Accounting and Social Science Studies, 6(2). https://doi.org/10.64717/ajass.v6i2.205 [Google Scholar] [Crossref]

23. Musinguzi, C., Namale, L., Rutebemberwa, E., Dahal, A., Nahirya-Ntege, P., & Kekitiinwa, A. (2018). The relationship between leadership style and health worker motivation, job satisfaction and teamwork in Uganda. Journal of Healthcare Leadership, 10, 21–32. https://doi.org/10.2147/JHL.S147885 [Google Scholar] [Crossref]

24. Ndambo, M. K., Munyaneza, F., Aron, M. B., & Connolly, E. (2022). Qualitative assessment of community health workers’ perspective on their motivation in community-based primary health care in rural Malawi. BMC Health Services Research, 22(179). https://doi.org/10.1186/s12913-022-07558-6 [Google Scholar] [Crossref]

25. Ndjoonduezu, U., & Murangi, A. (2025). Transformational leadership, co-worker support, engagement and motivation at institutions of higher learning in Windhoek, Namibia. SA Journal of Human Resource Management. https://doi.org/10.4102/sajhrm.v23i0.2943 [Google Scholar] [Crossref]

26. Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). Sage. [Google Scholar] [Crossref]

27. Reyaz, S. (2024). The influence of leadership styles on employee motivation and job satisfaction. International Research Journal on Advanced Engineering and Management, 2(3). https://doi.org/10.47392/IRJAEM.2024.0049 [Google Scholar] [Crossref]

28. Ryan, R. M., & Deci, E. L. (2020). Intrinsic and extrinsic motivation from a self-determination theory perspective: Definitions, theory, practices, and future directions. Contemporary Educational Psychology, 61, 101860. https://doi.org/10.1016/j.cedpsych.2020.101860 [Google Scholar] [Crossref]

29. Saunders, M., Lewis, P., & Thornhill, A. (2019). Research methods for business students (8th ed.). Pearson Education. [Google Scholar] [Crossref]

30. Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., & Hetland, H. (2014). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 19(4), 411–422. [Google Scholar] [Crossref]

31. Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review. Journal of Applied Psychology, 96(5), 874–900. https://doi.org/10.1177/1059601111401017 [Google Scholar] [Crossref]

32. Yukl, G., & Gardner, W. L. (2020). Leadership in organizations (9th ed.). Pearson. [Google Scholar] [Crossref]

• Responsible Leadership, Digital Transformation Capability, and Sustainability Performance in Business and Higher Education Institutions
• Navigating the Adverse Strategies in Managing Hostile, Resistant and Disruptive Community Project Stakeholders in Nairobi County, Kenya.
• Why Management Control Systems Fail or Succeed: A Legitimacy-Based Process Explanation of Financial Performance
• An Empirical Study of Impact of Digital Marketing Frauds on Customers’ Online Buying Behaviour in Madhya Pradesh
• Modelling Bim–Circular Economy Integration for Construction Waste Minimisation in Malaysia: A Pls-Sem Approach