LEADERSHIP AND

MOTIVATIONA CASE STUDY OF

THIEN HOA’S ACCOUNTING DEPARTMENT

Team AHMOTT

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CONTENTS

1. INTRODUCTION

2. LITERATURE REVIEW

3. RESEARCH METHODOLOGY

4. FINDINGS AND DISCUSSION

5. CONCLUSION AND IMPLICATIONS

6. REFERENCES

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1. INTRODUCTION• Much work on leadership theories and practices are based on

Western concepts and assumptions of human behaviors.• The question is whether these theories are applied to Eastern

countries. Ex: Viet Nam• We make an observation about Thien Hoa Electronics Co. to

discover the different value orientations of Vietnamese business company and the reception given to different leadership styles by them.

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THIEN HOA ELECTRONICS CO.

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2. LITERATURE REVIEW

• Blake and Mouton’s Leadership Grid

• Charismatic leadership theory

• Transformational leadership theory

• Path-goal theory

• Leader – member exchange theory

• Herzberg’s Two-Factor Theory

• Expectancy theory

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3. RESEARCH METHODOLOGY

• This project will utilize quantitative data collection tool.

• Data collection will consist of questionnaire surveys. Initially, a survey

instrument is to measure employees’ attitudes regarding leadership styles and

motivation methods.

• 5 accounting specialists of Thien Hoa Electronics Co. are participated in the

survey. (n=5)

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3. RESEARCH METHODOLOGYThe overall structure for a quantitative design:

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3. RESEARCH METHODOLOGYData analysis approach

• Matrix analysis is used to evaluate data and determine leadership styles

• 18 items in the Questionnaire section.

• The score in each column and multiply each total by 0.2.

• The learners intersect the lines to see the leadership dimension they normally operate out of.

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4. FINDINGS & DISCUSSION

4.1. LEADERSHIP

4.2. MOTIVATION

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100% employees agreed that

Daily tasks Structured tasks Provide sympathy and support

Provide assistance with the work when it is needed

Encourage confidence in performing tasks

Unusual tasks Difficult tasks Set clear standards of performance

Give clear instructions

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80% employees

concluded

that….

TRANSFORMATIONAL LEADERSHIP

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Consequences of Trust Score Total

Taking risk 20 25

Enhance Productivity 20 25

Information Sharing 18 25

Effective group work 19 2580% employees stated that….

20% employees

Found their ideas highly

appreciated

Rarely consulted

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4.2. MOTIVATION

MOTIVATORS

• Encourage to develop expertise skills and soft skills

• Recognition: once a week

Job satisfaction Better performance

Strongly

agree

Agree Neutral Disagree Strongly

disagree

I satisfy with the responsibility and role in my work.    100%      

I find opportunities for my personal growth in this company.  60% 40%       

My boss usually uses recognition to motivate employees.   80% 40%    

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Working condition SalaryPersonal growth Promotion

4.2. MOTIVATION

80% good working condition

Herzberg’s Two-Factor Theory

60% satisfied with the salaries

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EXPECTANCY THEORY

How do you motivate your employees?

Answer:

- Thinking about the employee’s goals.

- Talking about organizational rewards (bonuses, salary increases,

promotions…)

4.2. MOTIVATION

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4.2. MOTIVATION

EXPECTANCY THEORY

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5. CONCLUSION & IMPLICATIONS• The more leaders focus on their relationships, the greater

their influence on employees outcomes. • The more leaders focus on motivation factors

the higher satisfaction

the better work performance

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6. REFERENCES• Leadership Matrix Survey. (n.d.). Retrieved from

http://www.nwlink.com/~donclark/leader/matrix.html

• Project Statement Samples VI. (n.d.). Retrieved from http://www.cies.org/project-statement-samples-vi

• Robbins, S. (2001). Organizational behavior (15th ed.). Upper Saddle River, N.J.: Prentice Hall.

• Writing the Methodology - Quantitative Approach. (n.d.). Retrieved from https://www.bcps.org/offices/lis/researchcourse/develop_writing_method_quantitative.html

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THANK YOU!

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