Journal of Administrative and Business Studies JABS

2022, 8(3): 19-26

PRIMARY RESEARCH

Impact of autocratic and democratic leadership styles on

employees’ performance and motivation
Ammar Mata ul Hassnain *
National University of Computer and Emerging Sciences, Islamabad, Pakistan.

Keywords Abstract
Autocratic leadership style The ef􀅫icacy of autocratic and democratic leadership styles has been investigated on the performance and moti-
Democratic leadership style vation of employees, predominantly in the context of the society of Pakistan. Quantitative survey technique has
Employees' performance been used in the current research. Primary data has been collected from a diverse sample (N=192) of employees
Employees’ motivation from various organizations in Pakistan (both public and private), which supported the hypotheses. The study is
Pakistan causal and has been conducted to investigate the causal effects of autocratic and democratic leadership styles
on the performance and motivation of employees. Pearson correlation (zero-order bivariate correlations) was
Received: 13 February 2022 calculated between autocratic and democratic leadership styles and employees' performance and motivation.
Accepted: 19 April 2022 Moreover, regression analysis was carried out to test all the hypotheses. Additional variance of each outcome
Published: 16 August 2022 was also observed. The results indicate that the democratic leadership style is positively related to the perfor-
mance and motivation of employees. Efforts have been made so that my current research can act as an aid for
practitioners; to adopt suitable leadership styles at their place of work. This research provides clear guidance to
the managers that an authoritative leadership style will create a sense of contemptuousness in the subordinates,
which is not appropriate to achieve optimal performance from juniors, in today's environment. Hence, instead of
intimidating the subordinates, managers of today need to motivate and encourage their under-command staff,
behave in more interactive, helpful, and friendly way, and allow empowerment for problem solving.

© 2022 The Author(s). Published by TAF Publishing.

INTRODUCTION Kashif, 2019). Previous studies have indicated that the

Leadership is a critical factor in any organization, which acts most signi􀅫icant factor in shaping up behaviors of employ-
as a main driving force for the subordinates to perform in ees is the leadership style, which may lead to a positive atti-
the right direction and achieve desired objectives. Cuban tude or disappointment (Puni, Ofei, & Okoe, 2014). Few re-
(1988) has stated that “Leaders are people who shape searchers consider that understanding the needs of subor-
the goals, motivations, and actions of others. Frequently dinates is a major positive leadership trait to improve their
they initiate change to reach existing and new goals” (Page ef􀅫iciency because, in this case, subordinates are likely to
21). Leadership style in􀅫luences the quality of work in share their problems with their managers without any hes-
any organization, as dynamic leadership behavior results itation (Purwanto, Wijayanti, Hyun, & Asbari, 2019). The
in positive work outcomes, while poor leadership behav- effectiveness of these leadership styles may vary from cul-
ior leads to negative work outcomes (Ali, Jangga, Ismail, ture to culture, i.e., one leadership style may be effective in
Kamal, & Ali, 2015). Several leadership styles have been one culture. At the same time, the other may be appropriate
identi􀅫ied by managers which can help the subordinates for another culture (N. Iqbal, Anwar, & Haider, 2015). It is
to grow and it is expected that leaders must possess good presumed that leadership; has also been linked with social
attributes to achieve desirable results (Kanwal, Lodhi, & concerns; to accomplish organizational objectives, i.e., the

* corresponding author: Ammar Mata ul Hassnain

† email: ammarhassnain@gmail.com

The Author(s). Published by TAF Publishing. This is an Open Access article distributed under a Creative Commons Attribution-NonCommercial-
NoDerivatives 4.0 International License
19 J. Admin. Bus. Stud. 2022

interaction between leaders and followers. of these leadership styles on the ef􀅫iciency of the subordi-
Gandol􀅫i and Stone (2017) state that numerous leadership nates and their spirit to work as a team. I would also prof-
styles exist in organizations. Few researchers think that au- fer viable suggestions and recommendations to help man-
tocratic and democratic are the most common leadership agers (at various tiers) to decide about the leadership style
styles (Bhatti, Maitlo, Shaikh, Hashmi, & Shaikh, 2012). Few to be adopted; because of the dictates of the situation. It is
prior pieces of research have revealed that autocratic lead- expected that my current research will be able to aid practi-
ers exercise complete authority over their subordinates, tioners in exercising the most suited leadership style in the
which is widely applied in various contexts, including the context of managerial roles.
military (Zheng, Graham, Farh, & Huang, 2021). In contrast
to the autocratic leadership style, Chukwusa (2019) has THEORY AND HYPOTHESIS
mentioned that the democratic leadership style involves the Autocratic Leadership Style and Employees’ Perfor-
participation of subordinates in the decision-making pro- mance
cess, and such managers encourage them to contribute to Demirtas and Karaca (2020) have de􀅫ined autocratic lead-
set objectives and share their ideas for solutions to the prob- ership; “A style of management in which the central au-
lems. As per Gastil (1994), such managers, instead of giv- thority is strong, decisions are taken without questioning,
ing detailed instructions or exercising unnecessary control and subordinates are motivated by threats, punishments,
over subordinates, give them the initiative to plan their and awards” (Page 296). Choi (2007) referred to auto-
work activities; hence, they can carry out effective team- cratic leaders as authoritarian leaders. Such leaders be-
work. My research is based on McGregor’s theory Y, which lieve in power centralization; hence, they make decisions
states that employees become more productive when re- single-handedly, make plans on their own, and tell their sub-
sponsibility is delegated to them and they are trusted more ordinates not even what to do; but rather also explain to
by their supervisor (Hasan, 2015). Moreover, workers are them how to do it (Wachira, Gitumu, & Mbugua, 2017). As
willing to accept responsibility willingly. Hence, they do not described by some scholars that autocratic leaders do not
require constant supervision in the performance of their trust their subordinates and ponder that only rewards can
tasks (Aithal & Kumar, 2016a). motivate them in reciprocation of their attitudes; thus, sub-
A number of researches have been conducted in the past ordinates have no loyalty to them and are always waiting for
on the analysis of different leadership styles to investi- the moment once such leaders fail and are removed from
gate their usefulness as well as destructive impacts; on em- their posts (Veliu et al., 2017). As quoted by Sonnentag
ployee’s performance and motivation (e.g., (Fiaz, Su, Ikram, (2002), “Performance is what the organization hires one to
& Saqib, 2017)). However, since a high-power distance so- do and do well” (Page 5). The performance of employees is
ciety exists in Pakistan (S. Iqbal & Rasheed, 2019), which indicated by the ef􀅫icient completion of the assigned tasks,
is also lowest in assertiveness, and gender egalitarianism their loyalty towards the out􀅫it, and a sense of honesty or
(Nadeem & de Luque, 2020). Therefore, those research may obedience towards the leader (Chandra et al., 2016). Few
only be somewhat viable for an underdeveloped country researchers have described that insuf􀅫icient time-related
like Pakistan (in the eastern cultural context) due to our binding for accomplishing a particular task causes work
different socioeconomic and cultural environments (Veliu, stress and harm job performance (Bouckenooghe, Raja,
Manxhari, Demiri, & Jahaj, 2017). Butt, Abbas, & Bilgrami, 2017). Consequently, it is vital for
Based on the gaps identi􀅫ied above, current research is fo- the staff to complete their duties ef􀅫iciently and on time and
cused on drawing a comparison between the ef􀅫icacy of au- implement the instructions; otherwise, there would be a
tocratic and democratic leadership styles on employee per- negative impact on organizational outcomes (Veale, 2010).
formance and motivation, particularly in the setting of Pak- Some experts concluded in their research that though auto-
istan. Here, I would review which leadership style (au- cratic leadership; is usually considered inapt, yet, the per-
tocratic or democratic) is more suitable to be adopted at ception of people can change because of capabilities like
workplace environments; in the context of our norms and strength and certainty, which has far-reaching positive ef-
attitudes in society. Since effective leadership is disposi- fects on organizational performance, particularly in times of
tional and situation-oriented (Vroom & Jago, 2007); there- economic and social uncertainty (Rast III, Hogg, & Giessner,
fore, both autocratic and democratic styles can positively or 2013). Afsar (2014) mentioned that authoritarian leaders
negatively impact the performance and motivation of sub- may create fear amongst the subordinates, reducing the ac-
ordinates. Efforts have been made to investigate the effects tual brain’s potential, thereby drifting away from organiza-

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DOI:https://doi.org/10.20474/jabs-8.3.2
2022 Delgado, D. A. G –Impact of autocratic and democratic leadership .... 20

tional commitments. Subordinates are likely to react neg- 2012). Democratic leaders trust their staff's capabilities
atively to the intimidating behaviors of antagonistic man- and give them full initiative (Harris & Chapman, 2004).
agers, which will hinder optimum output (Mohamme et al., Democratic leaders believe in theory Y, which describes
2014). In light of the facts mentioned above, I have made that people are naturally responsible, dependable, enthu-
my following hypothesis: siastic, and enjoy work (Aithal & Kumar, 2016b). There-
Hypothesis 1: Autocratic leadership has a negative impact fore, such managers are more interactive, helpful, friendly
on employees’ performance. and encourage the input from team members (Fiaz et al.,
2017). Subordinates under democratic top-managers re-
Autocratic Leadership Style and Motivation spect orders more seriously, accept responsibilities will-
Somnai (2014) have de􀅫ined motivation as: “Motivation ingly and put in their maximum efforts to achieve organi-
refers to the process by which a person’s efforts are en- zational objectives (Wu, Fey, & Tsai, 2006). However, some
ergized, directed, and sustained toward attaining a goal” researchers have highlighted that though the democratic
(Page 274). Motivation is considered a distinguishing char- form of leadership; seems quite appealing mainly due to
acteristic that helps individuals to learn, acquire or apply the contribution of versatile ideas by the staff; however,
skills and achieve their objectives, which are important for there may be a delay in the outcome owing to extraordinary
organizational success (Sousa & Rocha, 2019). In view of delay in decision-making process (Jony, Alam, Amin, & Ja-
the global dynamic working environment, staff needs to be hangir, 2019). As per Al-Malki, Juan, et al. (2018), organiza-
inspired and motivated so that they develop loyalty with the tional excellence is solely linked with the job performance
organization to achieve desired results (Veliu et al., 2017). of employees, which is possible only and only if a facilitating
Fairholm (2002) deliberates that being an authoritarian leader reduces job stresses, clearly de􀅫ines responsibilities,
leader is invalid in the current supportive work environ- and instills team spirit among their under command. Femi
ment of the organizations. Moreover, being rigid in their ap- (2014) determined that those leaders who encourage effec-
proach, autocratic supervisors never encourage initiative, tive (two-way) communication with their juniors implant
participation, or suggestions from their staff, thereby neg- commitment in them, which ultimately leads to enhancing
atively affecting their morale (N. Iqbal et al., 2015). Such their performance. Apropos, I have made my following hy-
leaders think that can motivate employees by offering mon- pothesis:
etary incentives (Fiaz et al., 2017). Few investigators claim Hypothesis 3: Democratic leadership has a positive impact
that such managers exercise command over their subordi- on employees’ performance.
nates with a set of rewards and punishments, do not feel like
motivating them, and at the same time ask for the assigned Democratic Leadership Style and Motivation
task to be completed promptly (Mirayani, Kusumaningsih, Leadership is truly effective only if it intensi􀅫ies subordi-
Mustikasiwi, & Purwanto, 2019). Concerning the turnout nates' motivation (Gandol􀅫i & Stone, 2017). The study by
of corporations, Afsar (2014) describes that coercive or in- Femi (2014) indicates that an effective leader in a present-
timidating behaviors of authoritative managers may make day environment should have cordial relations with subor-
the employees feel disinterested; therefore, the organiza- dinates; hence, individuals working under democratic lead-
tion may lose some capable employees. Based on facts as ership do not face job stress, thereby creating a sense of par-
mentioned above, I have made my following hypothesis: ticipation and motivation. Nevertheless, some experts with
Hypothesis 2: Autocratic leadership has a negative impact different views have indicated that, as per general percep-
on employees’ motivation. tion, the democratic leadership style is characterized by a
positive impact on employees' motivation. Still, real world's
Democratic Leadership Style and Employees’ Perfor- bureaucratic environment hardly allows any such initiative
mance (Fiaz et al., 2017). In the opinion of Choi (2007), democratic
Democratic leadership is de􀅫ined as: “The leadership in leaders do not make decisions in isolation; hence, such lead-
which ideas are freely expressed and openly discussed and ership is related to a high degree of enthusiasm among their
thus de􀅫ines a collective style of leadership” (Page 313) under-commands. Based on the above-mentioned facts, I
(Demirtas & Karaca, 2020). Leaders must create an envi- have made my following hypothesis:
ronment where they empower and encourage their subor- Hypothesis 4: Democratic leadership has a positive impact
dinates to perform their work (Jimoh, Olayide, & Saheed, on employees’ motivation.

ISSN: 2414-309X
DOI:https://doi.org/10.20474/jabs-8.3.2
21 J. Admin. Bus. Stud. 2022

FIGURE 1. Theoretical framework

METHODS all questionnaires items are multiplied by 5" (Sheikh, Ali,

& Soomro, 2020). In the current research total number of
Sample and Data Collection Procedures items in questionnaires is 31; hence, as per the Five-times
Data in the research has primarily been collected from both thumb rule (31 x 5 = 155), the minimum required sam-
categories of organizations, i.e., public and private. Though, ple size is 155, and the sample size of the current research
there are numerous differences in both types of organiza- N=188) is suf􀅫icient to carry out statistical analysis.
tions, i.e., in terms of sizes, objectives, scopes, the context of
work, competence or initiative of the managers, as well as Measures
capabilities or attitudes of the employees. However, man- An English questionnaire was prepared, comprising a total
agers at all tiers mostly possess either of the leadership of 31 items. In response, as far as public organizations are
styles which have been selected as IVs. Primary data has concerned, I tried my best to mainly target administrators
been used in the research, which was gathered from online or administration staff. In the private sector, I surveyed Top
and 􀅫ield surveys. For the acquisition of data, I mainly re- HR managers and the varied levels of staff. Response scale
sorted to those Rawalpindi/Islamabad (two main cities of was used as 1 = ‘strongly disagree’, 2 = ‘disagree’, 3 = ‘neu-
Pakistan) based organizations, which gave access to the re- tral’, 4 = ‘agree’ and 5 = ‘strongly agree
sponse of their employees. Moreover, managers working at
different tiers and various fractions of employees had been Autocratic Leadership Style
probed; thus, incorporating such diversity in the research A 7 items scale, chosen by Cheng, Chou, Wu, Huang, and Farh
has increased our con􀅫idence in the credibility and reliabil- (2004), was used to measure the attributes of autocratic
ity of our 􀅫indings. leadership style. Respondents stated how they feel about
Participation was voluntary. All the participants were inti- different personality traits of an autocratic leader (e.g., forc-
mated about the purpose of the study and were assured of ing his opinion on others and dominating the subordinates,
the con􀅫identiality of their feedback. Furthermore, respon- etc.). Example item includes the following: To what extent
dents could withdraw from the research at any time. Both do you feel that “Your supervisor behaves in a commanding
leaders and under command had no access to each other’s fashion in front of employees”? Cronbach’s α coef􀅫icient for
feedback. I harmonized the responses of the managers and autocratic leaders came to 0.87.
subordinates. A total of 100 questionnaires were dissemi- Democratic Leadership Style
nated to all possible participants. Later, I received a total of A 5 items scale has been utilized from the research of
45 responses (response rate 45%). As far as the online sur- Mathieu, Ahearne, and Taylor (2007). Respondents men-
vey is concerned, I received feedback from 147 individuals. tioned how they sense about different personality at-
Hence, total feedback came from 192 individuals. The mean tributes of a democratic leader (e.g., incorporating staff in
age of participants was 35.29 years (SD 10.72). Of all par- decision-making and facilitation in the accomplishment of
ticipants, 21.1% were females (11.2 % did not share their goals, etc.). Example item includes the following: To what
gender in online survey). Moreover, 45.2 % of whole partic- extent do you feel that “Your supervisor fosters participa-
ipants belonged to private organizations as compared to tion in decision making.”. Cronbach’s α coef􀅫icient for demo-
38.6 % from public organizations (16.2% of participants did cratic leaders came to 0.80.
not disclose about the type of their organizations).
Some researchers state that the 􀅫ive-times thumb rule may Employees’ Performance
be used to calculate sample size, as per which “minimum A 7 items scale has been applied from the research of Fields
sample size for any research is suf􀅫icient if the number of (2002). Respondents replied about how they feel about the

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2022 Delgado, D. A. G –Impact of autocratic and democratic leadership .... 22

performance of their subordinates (e.g., the performance of RESULTS

tasks expected out of an under-command, etc.). Example Table 1 displays the means, standard deviations, bivariate
items include the following: To what extent do you feel that correlations, and reliability estimates (Cronbach’s alpha).
“You ful􀅫ill your responsibilities, speci􀅫ied in the job descrip- Zero-order bivariate correlations between autocratic lead-
tion” and “Do you meet formal performance requirements ership style and democratic leadership style with employ-
of the job.” Cronbach’s α coef􀅫icient for the performance of ees’ performance and motivation were not exactly as hy-
employees came to 0.72. pothesized. Democratic leadership style has been found to
Employees’ Motivation be positively related to employees’ performance (r = .371, p
A 12 items scale of Van Yperen and Hagedoorn (2003) has < .01) as well as employees’ motivation (r = .299, p < .01),
been used in the research. Respondents explained how they as expected. In contrast, the autocratic leadership style was
feel about motivation among their employees (e.g., feeling found to be positively related to employees’ motivation,
pleasure in tasks due to learning or doing new things on the (r = .015, p > .05) and negatively related to employees’ per-
job, etc.). Example item includes the following: To what ex- formance (r = -.020, p > .05); but both these relationships
tent do you feel that “You do the job for the intense pleasure are insigni􀅫icant. Therefore, the autocratic leadership style
you feel while you are doing the tasks that you like.” Cron- has no relationship with employees’ performance and mo-
bach’s α coef􀅫icient for the motivation of employees came to tivation. These results render support to hypothesis 3 and
0.94. hypothesis 4 only.

TABLE 1. Means, standard deviations, correlations, and reliabilities

Mean SD 1 2 3 4 5 6 7
1. Age 35.29 10.72 -
2. Gender - - -.31** -
3. Organization Type - - -.27** .26** -
4. Autocratic Leadership Style 3.10 .88 -.02 -.19** -.24** (.87)
5. Democratic Leadership Style 3.71 .70 .03 .02 -.03 -.12 (.80)
6. Employees’ Performance 3.98 .54 .09 .04 .03 -.02 .37** (.72)
7. Employees’ Motivation 3.87 .73 -.09 .12 .10 .01 .29** .46** (.94)
Note. N = 192; Cronbach’s alphas presented in parenthesis; for organizational type, 1 = “Public” and
2 = “Private”; gender was coded as “1” for males and “2” for females. *p < .05, **p < .01

Multiple regression analysis was used to test all the hy- ship style explained 13.9% additional variance in employ-
potheses. In the 􀅫irst step, age, gender, and organization ees’ performance and 9.2% additional variance in employ-
type (control variables) were entered, followed by the IVs. ees’ motivation. In contrast, the autocratic leadership style
Table 2 signi􀅫ies the regression results for the effect of auto- was positively related to both; employees’ performance (β
cratic and democratic leadership; styles on employees’ per- = .02, p> .05; ΔR2 = .13, p > .05) and employees’ motivation.
formance and motivation, respectively. The results have re- (β = .05, p > .05; ΔR2 = .09, p > .05); however, both these
vealed that democratic leadership style was positively re- relationships are insigni􀅫icant. Thus, the autocratic leader-
lated to both employees’ performance (β = .37, p < .001; ship style has no relationship with employees’ performance
ΔR2 = .13, p < .001) and employees’ motivation (β = .30, p < and motivation.
.001; ΔR2 = .09, p < .001). Moreover, the democratic leader-

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23 J. Admin. Bus. Stud. 2022

TABLE 2. Regression results for autocratic and democratic leadership style with employees’
performance and motivation
Employees’ Performance Employees’ Motivation
β ΔR2 β ΔR2
' Step 1
Age .08 -.05
Gender .08 .09
Organization type .03 .01 .06 .02
Step 2
Autocratic Leadership Style .02 .13 .05 .09
Democratic Leadership Style .37** .13** .30** .09**
Note. N = 192; Standardized Coef􀅫icients are reported; for organizational type, 1 = “Public” and
2 = “Private”; gender was coded as “1” for males and “2” for females. *p < .05, **p < .01

DISCUSSION AND CONCLUSION

Summary
This research has been carried out to ascertain suitable leadership style in Pakistan’s context for positive outcomes for
employees, as well as enhancement of their morale at the workplace, either in a dictatorial way or in a democratic way.

Discussion
The results have revealed that the autocratic leadership style was positively related to employees' performance and moti-
vation; however, both these relationships are insigni􀅫icant. Thus, the autocratic leadership style has no relationship with
employees' performance and motivation. Therefore, hypothesis 1 and hypothesis 2 did not get support from the results of
this investigation.
In contrast, the democratic leadership style was positively related to employee performance and motivation. Therefore,
hypothesis 3 and hypothesis 4 get support from the results of this investigation and are accepted. These results are in
line with some researchers who concluded in their research that the democratic leadership styles will enhance morale of
employees; hence, their voluntary behavior will improve the ef􀅫iciency and effectiveness of the organization (Fiaz et al.,
2017). Similarly, my results are in consonance with the researchers who concluded that the democratic leadership style
improves organizational culture and signi􀅫icantly affects employee performance (Diana, Supriyanto, Ekowati, & Ertanto,
2021).

Contribution to Scholarship
In the results, it emerged that if a supervisor possesses traits like nurturing their staff in decision making, facilitating them for
goal accomplishment, and offering them the initiative in their tasks, it will boost the morale of the subordinates. Moreover,
the productivity of staff would also be increased.

Implications for Managers

Employees have the role of backbone in any organization, whether public or private; hence, it necessitates the dire need for
such managers who can motivate them to get desired ef􀅫icient results in routine tasks (Voon, Lo, Ngui, & Ayob, 2011). The
results of this research provide managers with clear guidance that the democratic leadership style is more effective than
the autocratic leadership style in achieving optimal performance from juniors in today's environment. However, the present
research 􀅫indings are valid in the Pakistani context only.

Limitations of the Study and Recommendation for Future Research

No research exists without limitations; likewise, the current research has numerous limitations. Firstly, the mustering data
from 􀅫ield surveys was a challenging task in 3rd wave of the COVID-19 environment in Pakistan; hence, I mainly had to rely
on online surveys. Secondly, due to time limitations, it took a lot of work to purely get feedback about the performance and
motivation of employees from the same managers for whom the pattern of leadership; was described by their employees.
In the future, research may be carried out so that feedback about supervisors may be sought from employees, and feedback

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2022 Delgado, D. A. G –Impact of autocratic and democratic leadership .... 24

regarding the same employees may be sought only from the same supervisors. Thirdly, 2 reverse items were included in
the questionnaire about employees’ performance to intensify the investigation’s validity; even then, exaggeration of own
performance by employees cannot be ruled out. Fourth, though, the Five-times thumb rule (Sheikh et al., 2020) has been used
to ensure the suf􀅫icient sample size necessary for statistical analysis. However, sample size 192 does not fully represent the
entire population of Pakistan, whereas this research generalizes its 􀅫indings to the entire population of Pakistan. Besides this,
various cultures exist within Pakistan (Khatoon, Rehman, & Ajmal, 2011); therefore, to be more dynamic, future research
may be conducted, keeping in view different cultural, ethnic, social, and linguistic groups, as per demographic regions of
Pakistan.

Conclusion
The manager's leadership style and professional competence have a direct impact on the performance of the organization
and the employees working in that organization. To achieve organizational goals, managers are required to inspire and
motivate their apprentices to improve their performance by timely accomplishing assigned tasks and working as a team.
Self-actualization and initiative exist in a motivated employee compared to the un-motivated one. Such person accept re-
sponsibilities voluntarily, which directly affects their productivity. It is obvious from the results that being an authoritarian
leader is invalid in the organizations' current supportive work atmosphere, thereby negatively affecting their morale and
performance. In a global dynamic working environment, there is a requirement to inspire and motivate the subordinates
to develop loyalty to the organization to achieve desired results. Hence, the ef􀅫iciency of employees is increased under a
democratic leadership style; therefore, it has a favorable impact on organizational performance.

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