Investigating the influence of leadership styles on employee motivation within the automotive manufacturing environment formed the basis of the research conducted by Master of Business Administration (MBA) graduate Mr Luchen Govender, who completed his degree cum laude.
With a background in chemical engineering and experience rooted in administrative and operational roles, Govender pursued an MBA to bridge the gap between technical thinking and business decision-making. “Initially, the MBA was about challenging myself and formalising the experience I was already gaining in industry,” he said. “I wanted to move beyond execution and contribute more meaningfully to decision-making processes.”
Govender’s thesis was titled: ‘The Influence of Leadership Styles on Employee Motivation at an Automotive Manufacturing Company in South Africa’. As his studies at the University of KwaZulu-Natal (UKZN) progressed, his motivation shifted from completion to excellence. “It became less about the qualification itself and more about proving to myself that I could complete something at a high standard. Once I started seeing how much of the theory I could apply directly in my work environment, it pushed me to aim for distinction rather than settle for an average mark,” he said.
Working in supply chain and production planning within the automotive manufacturing sector, Govender operates in a fast-paced environment where aligning customer demand, production capacity and material availability are critical. He said the MBA significantly changed how he approaches his work. “The biggest shift has been in how I think. I’ve become more structured in my decision-making and more aware of how leadership styles influence people and performance.”
His research closely aligned to his professional environment, exploring how different leadership approaches impact employee motivation. While this made the study highly relevant, it also presented challenges. “One of the main difficulties was translating a complex, real-world problem into something measurable using a quantitative approach,” he explained.
The findings highlighted a clear relationship between leadership style and employee motivation. Directive approaches, while effective in the short-term, were found to negatively impact morale and long-term engagement. Govender noted that more balanced, people-centred leadership approaches were essential for sustainable performance, particularly in high-pressure environments.
The study contributes to a broader understanding of workplace dynamics, with insights that extend beyond a single organisation. By emphasising the role of leadership in shaping motivation and engagement, the research points to practical ways organisations can improve both performance and employee well-being.
Balancing the demands of full-time work and academic study required discipline and consistency. “There were long days, and at times the balance was not perfect, but staying focused on the end goal made it manageable,” he said.
Reflecting on his MBA journey, Govender described the experience as both challenging and rewarding. He believes its value lies not only in the knowledge gained, but in the ability to think critically, adapt and make informed decisions in a constantly changing environment.
Govender acknowledged the valuable guidance and encouragement of his supervisor, Professor Cecile Gerwel Proches, whose support helped him remain focused throughout the research journey. He also expressed appreciation for the support of his family throughout his studies. “They’ve seen the effort it took to balance everything, so completing the MBA is something they are proud of,” he said.
For Govender, one of the most important lessons from the journey is that growth is often found in discomfort. “The most challenging periods were where the most learning happened,” he reflected, adding that he remains committed to continuous improvement, guided by discipline, hard work and integrity.
Words: Lungile Ngubelanga
Photograph: Sethu Dlamini