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MOTIVATION,& THE ACT OF LEADING

Daw Winne TunDept. of Management Studies

September,2015

Outlines

Defining motivation Understanding motivation Theories

& Leadership Theories The relationship between leadership

and motivation Leadership theories/styles Participative leadership Qualities of successful leaders

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MOTIVATION

Motivation: an internal drive that causes people to behave in a certain way to meet a need

Motivation comes from within There are several factors that

contribute to motivation (not just monetary)

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TALK IT OUT

What motivates you at work or at school?

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MOTIVATION

Only you can motivate you Others can only provide a

motivating environment When having an nonproductive

day Use self-talk and your goals to get

back on track

What is motivation?

Motivation is defined as “the extent to which persistent effort is directed toward a goal”

1. Effort - must be defined in relation to its appropriateness to the objectives being pursued.

2. Persistence - relates to the willingness of the individual to stay with a task until it is complete

3. Direction - measured in terms of how persistent effort is applied in relation to the goals being pursued

4. Goals - individual goals and organizational goals (must be compatible)

Types of motivation

Extrinsic Motivation - Factors in the external environment

such as pay, supervision, benefits, and job perks

Intrinsic Motivation - Relationship between the worker

and the task

Needs-based Motivation

Maslow’s Hierarchy of Needs: Physiological Safety Relationship Esteem Self-actualization

The more you move from basic to higher level needs, the more motivation depends on internal factors

Important that organizations present opportunities to satisfy such needs

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MOTIVATIONMaslow in the Workplace

Physiological—Basic Wages

Safety—Job Security/Environment

Social—Informal Groups

Esteem—Recognition/Respect

Self-actualization—Expand Skills

Figure 11-1

Needs-based Motivation

Alderfer’s ERG Theory: Existence Relatedness Growth

Similar to Maslow’s Hierarchy in that it focuses on a differing levels of needs, which are usually satisfied in order of importance

Unlike Maslow’s theory in that it allows for higher needs to be met before lower-level needs under certain circumstances

Needs-based Motivation

McClelland’s Theory of Needs: Achievement Affiliation Power

Concerned with the behavioral consequences of need

Non-hierarchical

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MOTIVATION

McClelland’s Theory of Needs Achievement Power Affiliation

Victor Vroom’s Expectancy Theory Behavior based on outcome

Needs-based Motivation

These three theories present a useful approach for thinking about organizational behavior

One is not inherently better than the other; The point is to apply the concepts of internal/external motivation to individual situations

Leadership

Once it is known what motivates people, leadership can be thought of in relation to individual situations

Two main types of leaders: Emergent Assigned

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BECOMING A LEADER Be prepared to lead

Learn new skills Join committees Train Attend workshops Volunteer to serve on a team

Get involved in community activities

May 2, 2006 LIS580- Spring 2006 16

Managers Versus Leaders“Not all leaders are managers, nor are all

managers leaders” Managers

Persons whose influence on others is limited to the appointed managerial authority of their positions

Leaders Persons with managerial and personal

power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone Prentice Hall, 2002

May 2, 2006 LIS580- Spring 2006 17

Power and Leadership

Legitimate Sources of Power Position in the organization (formal

authority) Reward Coerce or punish Expertise Referent power (charisma) Control over information or access to

resources (gatekeeper) What does Kitchen say about power?

G.Dessler, 2003

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LEADERSHIP

Leadership: the process of one person guiding (influencing) one or more individuals toward a specific goal We are all leaders Leaders are not just managers and

supervisors Not all bosses are leaders

May 2, 2006 LIS580- Spring 2006 19

Transactional versus Transformational Leadership Behaviors

Transactional Leadership Behaviors Leadership actions that focus on

accomplishing the tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance.

G.Dessler, 2003

May 2, 2006 LIS580- Spring 2006 20

Transactional versus Transformational Leadership Behaviors

Transformational Leadership Behaviors Leadership actions that involve influencing

major changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies.

G.Dessler, 2003

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LEADERSHIP Primary leadership styles:

Autocratic leaders: authoritarian, they make decisions on their own Democratic leaders: make decisions based upon input from others

Laissez-faire leaders: allow team members to make their own decisions without input from the leader

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TALK IT OUT

If the room was on fire, how would each type of leader direct his or her employees?

Challenge to Leader

Use a Leadership Style that best meets subordinates’ motivational needs choose behaviors that complement or

supplement what is missing in the work setting enhance goal attainment by providing

information or rewards provide subordinates with the elements they

need to reach their goals

Conditions of Leadership Motivation

It increases the number and kinds of payoffs subordinates receive from their work

Makes the path to the goal clear and easy to travel through with coaching and direction

Removes obstacles and roadblocks to attaining the goal

Makes the work itself more personally satisfying

Leadership generates motivation when:

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LEADERSHIP Effective leaders display characteristics

that make them stand out Work well with others Trustworthy Ethical Focused Visionaries Excellent communication

Leadership Styles

Directive - includes scheduling work, maintaining performance standards, and letting subordinates know what is expected from them

Supportive - friendly, approachable, and concerned with pleasant interpersonal relationships.

Leadership Styles

Participative – leaders will consult with their subordinates, and consider their opinions.

Achievement-oriented - encourages subordinates to exert higher efforts and strive for a higher level of goal accomplishment.

LLeader Behaviors

Directive Leadership Leader who gives subordinates task

instruction including: What is expected of them How task is to be done Timeline for task completion Clear standards of performance Clear rules & regulations

Leader BehaviorsSupportive Leadership Leader who is friendly and

approachable: Attending to well-being & human needs of

subordinates’ Using supportive behavior to make work

environment pleasant Treating subordinates as equals & give them

respect for their status

Leader BehaviorsParticipative Leadership Leader who invites subordinates to

share in the decision-making: Consults with subordinates Seeks their ideas & opinions Integrates their input into

group/organizational decisions

Participative Leadership Has a wide range of applications – Can have

total involvement of subordinates in implementation, planning, etc.

Possible benefits of participation: Motivation Quality Acceptance

Participative Leadership Possible Pitfalls Requires a lot of time and energy Resentment Best to use this style when employees

are part of a team for an extended period and are knowledgeable/proficient

Leader Behaviors Achievement Oriented

Leadership Leader who challenges subordinates to

perform work at the highest level possible: Establishes a high standard of excellence for

subordinates Seeks continuous improvement Demonstrates a high degree of confidence in

subordinates’ ability to establish & achieve challenging goals

Situational Factors

2 major situational factors affecting leader success:

Subordinate Characteristics – aptitude, individual needs

Environmental factors – task urgency, clarity, appropriateness of leader’s style to the situation, timing

Subordinate Characteristics

Strong need for affiliation– Friendly and concerned leadership is a source

of satisfaction– Supportive Leadership

Preference for Structure – Dogmatic & authoritarian

Leadership provides psychological structure, task clarity & greater sense of certainty in work setting

– Directive Leadership

Subordinate Characteristics

Desire for Control– Internal locus of control

Leadership that allows subordinates to feel in charge of their work & makes them an integral part of the decision-making process

Participative Leadership– External locus of control

Leadership that parallels subordinates feelings that outside forces control their circumstances

Directive Leadership

Subordinate Characteristics

Perception of their own ability – specific task– As perception of ability and competence

goes up, need for highly directive leadership goes down.

– Directive leadership may become redundant, possibly excessively controlling

Task Characteristics

Components

Task Characteristics:– Design of subordinates’ task– Organization’s formal authority system– Primary work group of subordinates

Task Characteristics

Unclear and ambiguous - Leader needs to provide structure

Highly repetitive - Leader needs to provide support to maintain subordinate motivation

Weak formal authority - If formal authority system is weak, the leader needs to assist subordinates by making rules and work requirements clear

Nonsupportive/weak group norms - Leader needs to help build cohesiveness and role responsibility

Task Situations Requiring Leader Involvement

Task CharacteristicsObstaclesObstacles

Anything in the work setting that gets in the way of subordinates They create excessive uncertainties,

frustrations, or threats for subordinates Leader’s responsibility is to help

subordinates by – Removing the obstacles Helping subordinates around them

Assisting with obstacles will increase Subordinates’ expectations to complete the

task Their sense of job satisfaction

Qualities of Successful Leaders

Intellectual Stimulation Energy Self-confidence Assertiveness Dominance Motivation Honesty and Integrity Charisma

May 2, 2006 LIS580- Spring 2006 42

How To Improve Your Leadership Skills

Skill 1: Think Like a Leader Identify what is happening Explain why it is happening Decide what you are going to do about it.

Skill 2: Use an Appropriate Leadership Style Leaders usually fit their style to the

situation. Different leadership styles are appropriate

to different situations.

G.Dessler, 2003

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How To Improve Your Leadership Skills Skill 3: Pick the Right Leadership

Situation Gravitate toward leadership situations that

fit your favored leadership style. Skill 4: Build Your Power Base

Bolster your leadership potential by enhancing your authority (increasing your power).

G.Dessler, 2003

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How To Improve Your Leadership Skills

Skill 5: Exercise Better Judgment Decisiveness and good judgment

(“cognitive ability”) are important leadership traits.

Skill 6: Improve Leadership Traits and Skills Exhibit self-confidence. Display honesty and integrity. Increase your knowledge of the business.

G.Dessler, 2003

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Thanks for Your Time and Attention.

G.Dessler, 2003