LEADERSHIPand

Motivation

By Jayant Isaac

Author I Academician I Speaker

Contact No-9229156307Email: jayantisaac@yahoo.com

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.

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.

• “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

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

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

(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.

(2) Leadership as a continuum• Variety of styles of leadership behavior between two

extremes of autocratic and free rein.AUTOCRATIC

(BOSS CENTERD LEADERSHIPFree -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

(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

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

Managerial Grid• Developed by Blake & Mouton

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

theory of motivation

Leadership Effectiveness

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

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.

MOTIVATION

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

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.

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.

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.

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.

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”

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.

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.

• 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.

MASLOWS HIERARCHY OF NEEDS THEORY1.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.

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

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.

• 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.

• 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."

• 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.

Jayant Isaac,Asso.Profesor –Mkt.,Sys.,& HRM

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

THANKS