The Influence of Work Motivation on Employees’ Relationship with the Leader

Over the past century, management has progressed from Taylor’s scientific management to modern approaches emphasizing human motivation. This study examines how work motivation influences the employee–leader relationship in Serbian organizations. We surveyed 100 employees (public and private sector) on the importance and fulfillment of various job motivators and the quality of leader–member exchange (LMX). Results show that most employees rate both basic (e.g., salary, security) and higher-level (e.g., growth) needs as very important, yet far fewer report these needs as satisfied. For example, about 75% of respondents deemed pay and security crucial, but under one-third felt adequately compensated or secure. Similarly, ~73% valued personal development, but only ~20% had such opportunities. Employees with better-fulfilled needs also reported higher-quality leader–member relationships. Average LMX quality was moderate, with only a minority experiencing high-trust exchanges. The discussion relates these findings to Herzberg’s two-factor theory, self-determination theory, and LMX theory, highlighting the importance of both extrinsic and intrinsic motivators. The obtained results indicate that leaders and managers need to adapt their leadership style more closely to employees’ motivational needs in order to improve relationship quality and increase organizational effectiveness.