leadership and motivation,tgk

8/9/2019 Leadership and Motivation,Tgk

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Defined as :Defined as :--

A process of directing and influencing the task relatedA process of directing and influencing the task relatedactivities of group member.activities of group member.

The indirect ability to influence people by inspiringThe indirect ability to influence people by inspiringthem to pursue goals for the benefit of the organization.them to pursue goals for the benefit of the organization.

Involves :Involves :--

Creating a vision of the future.Creating a vision of the future.

Devising strategy for achieve that vision.Devising strategy for achieve that vision. Communicating the vision so that everyoneCommunicating the vision so that everyone

understands and believes in it.understands and believes in it.


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THEORIES ON LEADERSHIPTHEORIES ON LEADERSHIP

The assumption that someThe assumption that some people are bornpeople are born to beto be

leaders.leaders.

Personal characteristicsPersonal characteristics and on factor that constituteand on factor that constituteto leadership effectiveness :to leadership effectiveness :--

Physical characteristics : height and appearance.Physical characteristics : height and appearance.

Personality : selfPersonality : self--esteem, dominance and emotionalesteem, dominance and emotional

stabilitystabilityAptitudes : general intelligence, verbal fluency, andAptitudes : general intelligence, verbal fluency, and

creativity.creativity.


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Leadership behavior :Leadership behavior :--

States thatStates that people can learnpeople can learn to be leaders.to be leaders.

Focus on theFocus on the leaders behaviorleaders behaviorand seek to understandand seek to understand

the relation between what a leader does.the relation between what a leader does.

Robert BlakesRobert Blakes andand Jane MoutonJane Mouton define a leadersdefine a leaders

effectiveness based on two orientations :effectiveness based on two orientations :--

Task orientation

-Setting performance goals, planning and scheduling work,

coordinating activities, giving directions, setting standards,

providing resources, and supervising performance.

Relations orientation

-Behavior that shows empathy for concerns and feelings,

supportive of needs, showing trust, and similar attributes.


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Robert J. HousesRobert J. Houses

Directive leader; let subordinates know what isDirective leader; let subordinates know what isexpected of them, schedule work to be done,expected of them, schedule work to be done,and gives guidance on how to accomplishand gives guidance on how to accomplishtasks.tasks.

Supportive leader; friendly and show concernSupportive leader; friendly and show concernfor subordinates needs.for subordinates needs.

Participative leader; consults withParticipative leader; consults withsubordinates and uses their suggestionssubordinates and uses their suggestions

before making a decision.before making a decision. Achievement oriented leader; set challengingAchievement oriented leader; set challenginggoals and expects subordinates to perform atgoals and expects subordinates to perform attheir highest level.their highest level.


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Leadership Power FocusLeadership Power Focus

The ability to use human, informational, or materialThe ability to use human, informational, or materialresources to get something doneresources to get something done--to get result.to get result.

Broad segment of power:Broad segment of power:

Position powerPosition power---- Legitimate power.Legitimate power.

---- Coercive power.Coercive power.

---- Reward power.Reward power.

---- Information power.Information power.Personal powerPersonal power

---- Expert power.Expert power.

---- Referent power.Referent power.


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The capacity to motivate themselves and stay focusedThe capacity to motivate themselves and stay focusedon tasks.on tasks.

Integrity that demands both loyalty to the organizationIntegrity that demands both loyalty to the organization

and the willingness to act according to beliefs.and the willingness to act according to beliefs.

Understanding of the organization and theirUnderstanding of the organization and theircontributions to it.contributions to it.

Willingness to take the initiative to deal with problems.Willingness to take the initiative to deal with problems.

Versatility, skillfulness and flexibility to adapt to aVersatility, skillfulness and flexibility to adapt to a

changing environment.changing environment.

Responsibility for their careers, actions andResponsibility for their careers, actions and

development.development.


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Know yourselfKnow yourself.. Be a role model.Be a role model.

Learn to communicate effectively.Learn to communicate effectively.

Know your team and be a team player.Know your team and be a team player.

Be honest with yourself as well as to others.Be honest with yourself as well as to others.

Do not avoid a risks.Do not avoid a risks.

Believe in yourself.Believe in yourself.

Take the offense rather than the defense.Take the offense rather than the defense. Know the ways of disagreeKnow the ways of disagree--ment and thement and the

means of compromise.means of compromise.

Be a good follower.Be a good follower.


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Defined:Defined:

Forces either internal or external to a person that act as inducementsForces either internal or external to a person that act as inducements

or that influence action to do something.or that influence action to do something.

The forces acting upon or within a person that cause that person toThe forces acting upon or within a person that cause that person tobehave in a specific, goal directed manner.behave in a specific, goal directed manner.

A psychological process that gives purpose and direction to behavior.A psychological process that gives purpose and direction to behavior.

MotivationMotivation Ability = PerformanceAbility = Performance

MM A = PA = P

Motivation X Ability PerformanceMotivation X Ability Performance

Education KnowledgeEducation Knowledge

Mental Skills MMental Skills Mechanical Skills Psychomotor Skillsechanical Skills Psychomotor Skills


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MOTIVATIONMOTIVATION

MaslowsMaslows

Hierarchy of NeedsHierarchy of Needs

HerzbergsHerzbergs

TwoTwo--Factor ModelFactor Model

Douglas Mc GregorsDouglas Mc GregorsTheory X and Theory YTheory X and Theory Y

David McCllellandsDavid McCllellandsAcquiredAcquired--Needs ModelNeeds Model


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Individuals have variousIndividuals have various

needs and try to satisfy theseneeds and try to satisfy these

needs using a priorityneeds using a priority

hierarchy.hierarchy.

Maslow specified five

Maslow specified fivefundamental needs.fundamental needs.

LowerLower--order needs must beorder needs must be

satisfied before highersatisfied before higher--orderorder

needs can be addressed.needs can be addressed.

No consistent evidence existsNo consistent evidence existsthat the satisfaction of a needthat the satisfaction of a need

at one level will decrease itsat one level will decrease its

importance and increase theimportance and increase the

importance of the nextimportance of the next--higherhigher

needs.needs.

Self-

Actualization.

Esteem:

Use of one skills, achievement,

Confidence, autonomy.

Affiliation:

Friendship, love and a feeling

of belonging.

Security:

Safe physical and emotional

Environment.

Physiological:

Food, water, air and shelter.


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Individuals workIndividuals work

satisfaction andsatisfaction and

dissatisfaction arise fromdissatisfaction arise from

two different sets of factors;two different sets of factors;

Motivator factorsMotivator factors

--related to job content orrelated to job content or

what people actually do inwhat people actually do in

their work.their work.

Hygiene factorsHygiene factors

--associated with the jobassociated with the job

context in which the job iscontext in which the job is

performed.performed.

--AchievementAchievement

-- RecognitionRecognition

-- The work itselfThe work itself

-- ResponsibilityResponsibility

-- AdvancementAdvancement

--Company policyCompany policy

--AdministrationAdministration--SupervisionSupervision

-- SalarySalary

--Working conditionsWorking conditions

--Interpersonal relationshipInterpersonal relationship

Hygiene FactorsHygiene Factors

SatisfactionSatisfactionNo SatisfactionNo Satisfaction

No DissatisfactionNo DissatisfactionDissatisfactionDissatisfaction

Motivator FactorsMotivator Factors


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Focuses on threeFocuses on threeparticularly important orparticularly important orrelevant needs in the workrelevant needs in the workenvironment:environment:

---- Need for achievement.Need for achievement.---- Need for affiliation.Need for affiliation.

---- Need for power.Need for power.

The model proposes thatThe model proposes thatwhen a need is strong, itwhen a need is strong, itwill motivate the person towill motivate the person toengage in behavior toengage in behavior tosatisfy that need.satisfy that need.

Need for AchievementNeed for Achievement

-- The drive to excel, toThe drive to excel, toaccomplish challengingaccomplish challengingtasks, and to achieve atasks, and to achieve a

standard of excellence.standard of excellence. Need for PowerNeed for Power

-- The desire to influenceThe desire to influenceand control onesand control onesenvironment.environment.

Need for AffiliationNeed for Affiliation

-- The desire for friendlyThe desire for friendlyand close interpersonaland close interpersonalrelationships.relationships.


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Proposed the Theory X and Theory Y stylesProposed the Theory X and Theory Y styles

of leadership:of leadership:

Theory XTheory X Manager to apply autocraticManager to apply autocratic

style of leadership style whereby thestyle of leadership style whereby theemployees have to be constantly directedemployees have to be constantly directed

and controlled.and controlled.

Theory YTheory Y Manager needs only applyManager needs only apply

participative style of leadership, whereparticipative style of leadership, where

employees to participate in decision making.employees to participate in decision making.


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Tell people what you expect them to do.Tell people what you expect them to do.

Make the work valuable.Make the work valuable.

Make the work doable.Make the work doable.

Give feedback.Give feedback.

Reward successful performance.Reward successful performance.


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Recognize that individuals gaveRecognize that individuals gave

different needs and wants.different needs and wants.

Treat people fairly.Treat people fairly.

Recognition is important.Recognition is important.

Link rewards to the behavior that youLink rewards to the behavior that you

want repeated.want repeated.

Help people see what the right behaviorHelp people see what the right behavior

and performance are.and performance are.


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No single approach to motivation fitsNo single approach to motivation fits there arethere aresignificant differences in what motivatessignificant differences in what motivatesindividuals from other cultures and countries.individuals from other cultures and countries.

Managers in multinational corporations take theManagers in multinational corporations take thesocial character, values, and cultural practices ofsocial character, values, and cultural practices ofeach country into consideration when determiningeach country into consideration when determiningcompensation packages, responsibilities, rules,compensation packages, responsibilities, rules,and procedures, organizational structure, controland procedures, organizational structure, control

system, job design, and management techniques.system, job design, and management techniques.A wellA well--managed, diverse workforce ismanaged, diverse workforce is

instrumental for a globalized firms competitiveinstrumental for a globalized firms competitiveadvantage.advantage.

leadership and motivation,tgk

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