Leadership and Motivation

Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”

1. LEADERSHIP and Motivation By Jayant Isaac Author I Academician I Speaker Contact No-9229156307 Email: [email protected]

2. LEADERSHIP CONCEPT Leadership plays a central part in understanding group behavior , for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.

3. Definition of Leadership “the ability to influence a group toward the achievement of goals.” The source of this influence may be formal. A person may assume a leadership role simply because of his/her position. All leaders are managers… but all managers are not leaders. the ability to influence that arises outside the formal structure of the organization- Non-sanctioned leadership Leaders can emerge from within a group as well as by formal appointment to lead a group .

4. “Leadership is an interpersonal process in which influence is exercised in a social system for the achievement of organizational goals by others”. Two characteristics of leadership. First, leadership involves exerting influence over other members of a group or organization . Second, leadership involves helping a group or organization to achieve its goals

5. A leader must be INFLUENCER which means I--------------- Integrity with people N-------------- Nurturing Others F-------------- Faith in people L-------------- Listen to people U------------- Understand People E------------- Enlarge the people N------------ Navigate the people C------------ Connecting with People E------------ Empowering people R------------ Reproduce people

6. Leadership styles & Theories Leadership styles are the patterns of behavior which a leader adopts in influencing the behaviors of his followers. The models/theories of leadership styles are: Power orientation Leadership as a continuum Likert’s management system Managerial grid Path –goal leadership model

7. (1) POWER ORIENTATION Based on the degree of authority which a leader uses in influencing the behavior of his subordinates. Based on this there are (3) three leadership styles: Autocratic leadership Participative leadership(democratic) Free-rein leadership: giving complete freedom to subordinates also called Laissez-faire style.

8. (2) Leadership as a continuum Variety of styles of leadership behavior between two extremes of autocratic and free rein. AUTOCRATIC (BOSS CENTERD LEADERSHIP Free -rein (SUBORDINATE CENTERD LEADERSHIP Use of authority by manager Area of freedom for subordinates Manager makes decision and announces Manager convince the decisions Manager presents ideas & invites suggestions Manager presents tentative decision subject to change Manager presents problems, gets suggestions and makes decisions Manager defines limits, asks group to make decision Manager permits subordinates to function within limits defined by superior

9. (3) Likert’s management system Developed by Resis Likert . Likert has taken seven variables of different management styles. Leadership Motivation Communication Interaction-influence Decision making Goal setting Control process

10. Likert system of management Exploitative (unfair)Autocratic-System-1 Benevolent(caring) Autocratic-System-2 Participative-System-3 Democratic-System-4 Leadership Variable System-1 System-2 System-3 System-4 Trust & confidence in subordinates No trust and confidence in subordinates Condescending (arrogant) confidence & trust such as master has in a servant Substantial but not complete Complete confidence & trust

11. Managerial Grid Developed by Blake & Mouton

12. PATH GOAL LEADERSHIP MODEL Developed by Robert House. It is a combination of situational leadership & Vroom’s expectancy theory of motivation

13. Leadership Effectiveness

14. Charismatic leaders “Charismatic leaders have a combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse to their vision and promote it passionately” Trait of a Charismatic Leader Self-confidence A vision Strong conviction in that Vision Out of the ordinary behavior The image of a change agent

15. Two Types of Charismatic Leaders Visionary Charismatic Leaders Through communication ability, the visionary charismatic leader links followers’ needs and goals to job or organizational goals. Crisis-Based Charismatic Leaders The crisis-produced charismatic leader communicates clearly what actions need to be taken and what their consequences will be.

16. MOTIVATION

17. Concept & Importance of Motivation Motivation is traced from Latin word “ Movere ” , which means “to move”. In order to understand Motivation it is also necessary to examine three terms and their relationship: Motive Motivating Motivation

18. Motive Based on Latin word “ movere ”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.” Here we can differentiate Needs & Wants: Needs: Need is the Physiological & Psychological desire Wants: Wants are those desires for which a person has the capability to spend the money for satisfying the wants.

19. Classification of Motive(need) The motives may be categorized into two(2) categories: PRIMARY: The basic need such as physiological, biological and are essential for survival.Ex:sleep,air, food etc. SECONDARY: These needs are not natural but are learned by an individual, through his experience & interaction. ex. need of Power,status,achievement.

20. Motivating Motivating is the term which implies that one person(MANAGER) induces another(EMPLOYEE) to engage in action(WORK BEHAVIOUR) by ensuring that a channel to satisfy the motive becomes available and accessible to the individual.

21. MOTIVATION Motive is energizer of action and motivating is the channelization and activation of motives, MOTIVATION IS THE WORK BEHAVIOUR ITSELF . According to Dublin definition: “Motivation is the complex forces starting & keeping a person at work in an organization”. Motivation is something that moves the person to action, and continues him in the course of action already initiated.

22. According to McFarland. Motivation refers to the way in which urges, drives, desires ,aspirations ,strivings or need directs ,control or explain the behavior of human beings. “A state of mind, desire, energy or interest that translates into action” or “The inner drive that directs a person’s behavior toward goals”

23. Theories of Motivation Need theory is actually a collection of theories that focus on workers’ needs as the sources of motivation. Need theories propose that workers seek to satisfy many of their needs at work, so their behavior at work is oriented toward need satisfaction. A need is a requirement for survival and well-being.

24. MASLOWS HIERARCHY OF NEEDS THEORY Maslow suggested that all people seek to satisfy the five needs—physiological needs, safety needs, need to belong, esteem needs, and self-actualization needs . Maslow proposed that the needs be arranged in a hierarchy of importance, with the most basic or compelling needs Physiological and safety needs—at the bottom. Basic needs must be satisfied before an individual seeks to satisfy higher needs in the hierarchy. Maslow argued that once a need is satisfied, it is no longer a source of motivation.

25. Maslow’s theory helps managers understand that worker’s needs differ and that motivation for one worker is not motivation for another. Managers must identify a worker’s needs and ensure satisfaction of these needs if desired behaviors are performed. Organizations can help workers who are at different levels in Maslow’s hierarchy satisfy personal needs while also achieving organizational goals and a competitive advantage.

26. MASLOWS HIERARCHY OF NEEDS THEORY 1.Physiological needs : Food, drink, shelter, and other physical requirements. 2.Safety needs: Security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met. 3.Social needs : Affection, belongingness, acceptance, and friendship. 4.Esteem needs: Internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention. 5.Self-actualization needs: Growth, achieving one's potential, and self-fulfillment; the drive to become what one is capable of becoming.

27. BASIC ASSUMPTIONS Once a need is satisfied, its role declines Needs are complex, with multiple needs acting simultaneously Lower level needs must be satiated before higher level needs are activated Individual and environment influence employee behavior Individuals decide behavior, although environment can place constraints Individuals have different needs/goals Decide among alternatives based on perception of behavior leading to desired outcome More ways exist to satisfy higher level needs

28. Frederick Hertzberg’s motivation-hygiene theory Hertzberg’s theory enjoyed wide popularity from the mid-1960s to the early 1980s. Frederick Hertzberg’s motivation-hygiene theory proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors (hygiene factors) are associated with job dissatisfaction. Believing that an individual's relation to his or her work is a basic one and that his or her attitude toward work determines success or failure, Herzberg investigated the question "What do people want from their jobs?" He asked people for detailed descriptions of situations in which they felt exceptionally good or bad about their jobs.

29. Herzberg concluded from his analysis of the findings that the replies people gave when they felt good about their jobs were significantly different from the replies they gave when they felt badly. Those factors associated with job satisfaction were intrinsic and included things such as achievement, recognition, and responsibility. When people felt good about their work, they tended to attribute these characteristics to themselves. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors such as company policy and administration , supervision, interpersonal-relationships, and working conditions.

30. In addition, Herzberg believed that the data suggested that the opposite of satisfaction was not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). The opposite of "satisfaction" is "no satisfaction," and the opposite of "dissatisfaction" is "no dissatisfaction."

31. Therefore, managers who sought to eliminate factors that created job dissatisfaction could bring about workplace harmony but not necessarily motivation . Because they don't motivate employees, the extrinsic factors that create job dissatisfaction were called hygiene factors .

32. Motivational & Hygiene Factors according to Herzberg HYGIENE FACTORS ( maintenance factors) MOTIVATIONAL FACTORS 1. Company policy & administration 1.Achievement 2. Technical Supervision 2. Recognition 3. Interpersonal relationship with superiors 3. Advancement 4. Interpersonal relationship with peers 4.Work itself 5. Interpersonal relationship with subordinates 5. Possibility of growth 6. Salary 6.Responsibility 7. Job security 8. Personal life 9.Working condition 10.Status Jayant Isaac,Asso.Profesor –Mkt.,Sys.,& HRM

33. THANKS