The Effect of the Carrot and Stick Transactional Leadership style in Motivating Employees in SMEs

Nowadays, where everything in the business world looks like collapsing, leaders stand out by efficiently exploiting resources, especially human capital. They acknowledge the vital role employees play in realizing objectives. They are also aware that, in order to get the best employee performance, th...

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Bibliographic Details
Published inRevista de Management Comparat International Vol. 22; no. 2; pp. 242 - 252
Main Authors Frangieh, Maria, Rusus, Daniel
Format Journal Article
LanguageEnglish
Published Bucharest EDITURA ASE 01.05.2021
ASE Publishing House
Revista de Management Comparat International
Editura ASE
Subjects
Business Economy / Management
carrot and stick approach
Competition
Competitive advantage
Coronaviruses
COVID-19
Employees
GDP
Gross Domestic Product
Health and medicine and law
Human capital
Human Resources in Economy
Job performance
Leadership
Management styles
Managers
Motivation
Small & medium sized enterprises-SME
smes
strategy
transactional leadership
Leadership
Motivation
Transactional Leadership
Strategy
Human Capital
Carrot and Stick Approach
SMEs
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Summary:Nowadays, where everything in the business world looks like collapsing, leaders stand out by efficiently exploiting resources, especially human capital. They acknowledge the vital role employees play in realizing objectives. They are also aware that, in order to get the best employee performance, they should identify the needs that motivate each one. Therefore, the purpose of the paper is to highlight the effects of the carrot and stick transactional leadership style on employee motivation. The quantitative approach was adopted. Primary and secondary data were used. Primary data was collected via a small survey conducted at three dairy manufacturing Lebanese SMEs, and was analyzed using SPSS. The reason behind selecting this sector was that its operating activities had not ceased during the financial crisis and the covid-19 lockdown. The survey depended on a small, structured, six-sections questionnaire sent to employees occupying managerial positions. In total, 15 questionnaires were sent. Only 12 were returned and analyzed. This article’s results claps hands to the theories in literature that indicate the existence of a positive relationship between the carrot and stick approach and motivation.
ISSN:1582-3458
2601-0968
DOI:10.24818/RMCI.2021.2.242