The impact of leader behaviour on employee motivation in border guard training centres in the Kingdom of Saudi Arabia

Abstract

There has long been ambiguity about the impact of the behaviour of military leaders on those working in the military environment due to a scarcity of research into this field, especially in Arab or Middle Eastern countries. This study seeks to contribute to filling this research gap and provide suggestions to improve administrative leadership models in the military environment. The study examines the behaviours of leaders which have the most impact on employee motivation in border guard training centres in the Kingdom of Saudi Arabia and determines the extent of the impact of the military work environment on the behaviour of leaders as well as the negative impact of the behaviour of leaders on employees. The quantitative data collection instrument was a questionnaire sent to 150 officers in border guard training centres, 86 of whom responded and so form the sample. The results show the existence of a hierarchy of leader behaviours that affect motivation different to that found in previous research in civilian sectors. The analysis also shows that the military environment affects the behaviour of leaders and that these behaviours have a negative impact on employees. The study concludes that top management should focus on those behaviours identified in the discovered hierarchy in order to improve employee motivation. The study also examines the differences between employees according to their age group, finding that those aged 20-30 most value leadership which prioritises problem-solving and disturbance handling and developing and mentoring, while this was not a priority for other age groups who more valued recognising and rewarding behaviours. This is likely to be a consequence of the younger group lacking personal experience in problem-solving and disturbance handling in this environment and having a need for development and guidance.