How Servant Leaders Intrinsically Motivate Customer Service Representatives through Relational Job Enrichment

Leadership styles in the U.S. have gone through great changes in the past decades. New leadership styles have proven to be more effective than those of the past. There are certain characteristics that leaders today must have in order to effectively motivate their employees intrinsically. This report explains how certain leadership characteristics can lead to desirable or undesirable behaviors from employees. The information provided in this report was retrieved from a study I conducted with Peter Hom, Professor of Management of Arizona State University, and articles on servant leadership written by two extremely knowledgeable individuals on this topic, Adam Grant, Professor of Management at the University of Pennsylvania, and Robert Liden, Professor of Management at the University of Illinois at Chicago. Several other articles from credible sources were also used to provide support for this report. The report also includes numerous diagrams that help interpret the information provided.
The report is divided into several sections:
• Traditional Leadership style and rewards
• Existing literature on job relational design
• Servant leadership
• Surveys
• Data analysis
• Conclusion


From this research, it can be concluded that certain leadership qualities can contribute to an increase in intrinsic motivation to subordinates. Also, there are certain traits that allow managers to have a positive impact on subordinates. This study also provides leaders with suggestions on how to increase subordinates’ concerns for customers, which will translate into more productive work from employees.