A Study of the Effect of Psychological Motivation-Based Leadership Styles on Organisational Performance

Introduction: The exploration of how psychological motivation interacts with various leadership models to influence enterprise performance has emerged as a crucial area of investigation in modern management research, holding considerable practical value for corporate governance. Methods: This study constructs an analytical framework for leadership models and enterprise performance through "psychological motivation. Data were collected through a structured questionnaire and statistically processed using SPSS to assess the reliability and validity of the scales, intervariable relationships and mediating pathways. Results: In this study, a total of 500 questionnaires were distributed through the Internet, with a valid recovery rate of 89.6%. The results of Cronbach's alpha showed that the measurement scales were stable and consistent among the sample population. The KMO and Bartlett's test of sphericity indicated that the measurement results were statistically significant and had excellent validity. The results of correlation analysis indicated that the leadership model was strongly positively correlated with enterprise performance, and psychological motivation played a partial mediating role between the two. Conclusion: This study is helpful to improve the management efficiency of leaders and can carry out targeted management according to the characteristics of employees, which has certain reference significance for enterprise management and enterprise performance. Empirical findings substantiate all proposed hypotheses within this investigation. The analysis conclusively demonstrates that psychological motivation serves as a significant mediator in the relationship between leadership models and enterprise performance. Both intrinsic motivation and extrinsic motivation play a partial mediating role in this causal pathway.