pom- leadership motivation

8/16/2019 POM- Leadership Motivation

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Leadership and

Motivation


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Leadership is the process of inuencing thebehavior of others towards theaccomplishment of goals in a given situation.

Koontz and O’Donnell have dened leadershipas “nuencing people to follow theachievement of a common goal!.


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"eatures of Leadership# leader must have followers.

Leadership is a wor$ing relationship between

the leader and his followers. %he purpose of leadership is to achieve some

common goal.

# leader inuence his followers willingl& not

b& force.Leadership is a social interaction'inuence

between the leader and his followers.

Leadership is a power relationship.


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Leadership (s

)anagementRelationship * )anagement implies superior'

subordinate relationship. Leadership can occuran& where within or without organizationconte+t.

Source of Inuence* # manager isappointed and he obtains authorit& from his

position. Leader is not alwa&s appointed andhe derives his power from his followers.

Sanction * # manager has command overallocation and distribution of rewards. Leader

has command over social satisfaction andrelated tas$ reward.


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Basis of following * ,oth manager andleader have followers. -eople follow them fordierent reasons.

Accountability * # manager is accountablefor his own behavior as well as behavior ofsubordinates. %here is no clear'cutaccountabilit& relationship in leadership.

Function * # manager performs all functionsof planning/ organizing/ sta0ng / directing andcontrolling. %he main 1ob of leader is to guide

and inspire the eort of followers.


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Leadership 2t&lesAutocratic or Authoritarian Leadership.

e!ocratic or "articipative Leadership.

Free#rein or Laisse$#faire Leadership.


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#utocratic Leadership#n autocratic leader e+ercise complete control

over the subordinate.

3e centralize power in himself and ta$es alldecisions without consulting the subordinates.

3e dominates and drives his group throughcommand.

3e loves power and never delegatesauthorit&.

3e gives order and e+pects the subordinatesto follow them un4uestioningl&.


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#dvantaget permits 4uic$ decision.

t provides strong motivation and satisfaction

to the leader.Less competent subordinates are needed at

lower level.

%his st&le ma& &ield positive results when

great speed is re4uired.


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Disadvantaget leads to low morale/ frustration and conict

among subordinates.

2ubordinates tend to shrin$ responsibilit& andinitiative.

"ull potential of subordinates and theircreative ideas are not utilized.

Organizational continuit& is threatened in theabsence of the leader.


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Democratic Leadership# democratic leader ta$es decision in

consultation with subordinates.

3e decentralizes authorit& and allows thesubordinates to share his power.

# democratic leader provides freedom ofthin$ing and e+pression.

3e listen to suggestions/ grievances andopinion of the subordinates.


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#dvantaget improves the 1ob satisfaction and morale of

subordinates.

t cultivates the decision ma$ing abilit& ofsubordinates.

%he leader multiplies his abilities through thecontribution of his followers.

%he 4ualit& of decision is improved.


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Disadvantaget is time consuming and ma& result in dela&s in

decision ma$ing.

t ma& not &ield positive result when subordinates

prefer minimum interaction with the leader.

2ubordinate ma& develop habit of e+pecting tobe consulted on ever& issue.

5onsultation ma& be interpreted as a sign of

incompetence on the part of the leader.

t re4uires considerable communicating andpersuasive s$ills of the part of the leader.


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"ree rein Leadership"ree'rein leadership involves complete

delegation of authorit& so that subordinatesthemselves ta$e decision.

%he leader avoid power and relin4uishes theleadership position.

3e serves onl& as a contact to bring the

information and resources needed b& thesubordinates.


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#dvantage-ositive eect on 1ob satisfaction and morale

of subordinates.

)a+imum possible scope for development ofsubordinates

"ull utilization of the potential of subordinates


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Disadvantage2ubordinates do not get the guidance and

support of the leader.

t ignores the leader’s contribution 1ust asautocratic st&le ignores subordinatecontribution.

2ubordinates ma& move in dierent directions

and ma& wor$ at cross purposes which ma&degenerate into chaos.


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)otivation)otivation is the process of steering a

person’s inner drives and action towardscertain goals and committing his energies toachieve these goals.

)otivation ma& be dened as the wor$ amanager performs in order to inducesubordinates to act in the desired manner b&satisf&ing their needs and desires.


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5haracteristics of

)otivation)otivation is a personal and internal feeling.

)otivation produces goal'directed behavior.

)otivation is a continuous process.)otivation is comple+.

)otivation is s&stem oriented 6 t is an

interpla& between three group of factors'a7

inuence operating within an individual b7inuence operating within the organization c7forces operating in the e+ternal environment.

)otivation can be either positive or negative.


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%heories of )otivationMaslow%s &eed "riority Model

'er$berg%s (wo Factor (heory

Mc )regor%s (heory * and (heory +


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)aslow’s 8eed -riorit& )odel#braham 3. )aslow/ an eminent #merican

ps&chologist / developed a general theor& ofmotivation $nown as the “&eed 'ierarchytheory,.


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2elf'#ctualization

9steem

2ocial

2afet&

-s&chological L o w e r

: p p e r


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2alient features of this theor& is %he urge to fulll needs is a prime factor in

motivation of people at wor$.

3uman needs form a particular structure or

heirarch&.Lower level needs must at least be satised before

higher'level needs emerge.

#s soon as one need is satised/ another need

emerges.# satised need is not a motivator/

(arious need levels are inter'dependent andoverlapping.


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"ive categories of human needs"hysiological needs# %hese are biological needs

re4uired to preserve human life. %he& include needfor food/ drin$/ clothing/ sleep etc. %hese needs must

be satised for all and the& are powerful motivatingforce when the& are let down.

Safety needs 6 Once ph&siological needs arereasonable satised/ a person wants protection fromph&sical dangers and economic securit&. %hese needsare nite but the& ma& serve as motivators in case ofarbitrar& and unpredictable management action.Organisation can infuence through pension schemeinsurance plans, ear o dismissal etc.


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Social needs# 2ocial needs refer to need forbelonging/ need for acceptance/ need for love andaection etc. 2uch needs are innite as the& areconsidered secondar& needs as the& are notessential to preserve human life. Organisation caninfuence these through supervision,communication system, work groups etc.

-stee! needs# %hese are two t&pes 6 selfesteem and esteem of others. 2elf esteem include

self'condence/ competence/ achievement/$nowledge and independence. 9steem of othersincludes reputation/ status/ recognition.


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Self actualisation needs# %hese are theneeds for realizing one’s full potential/ forcontinued self'development/ for being

creative. t is the desire of becoming what oneis capable of becoming.


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5ritical #ppraisal)aslow’s need for priorit& model of motivation has

gained e+tensive popularit& because it is simple andlogical.

%he theor& is widel& criticized for the following reasons*i7 8eeds are not the onl& determinant of behaviour.

ii7 %he theor& gives an oversimplication of humanneeds and motivation.

iii7 %he hierarch& is not alwa&s +ed.iv7 )aslow’s theor& is based on relativel& small sample.

v7 %here is no denite evidence that once a need issatised it looses its motivating force.


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3erzberg’s )otivation 3&giene

%heor&n late fties/ "rederic$ 3erzberg and his

associates conducted interview of ;


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#ccording to 3erzberg !aintenance orhygiene factors are necessar& to maintain areasonable level of satisfaction among

emplo&ees.

%hese factors do not provide satisfaction tothe emplo&ees but their absence willdissatisf& them. %herefore these factors arecalled dissatisers.

%hese are not intrinsic parts of a 1ob the& arerelated to conditions under which a 1ob isperformed.


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On the other hand/ !otivational factor areintrinsic part of the 1ob.

#n& increase in these factors will satisf& theemplo&ees and help to improve performance.

,ut decrease in these factors will not causedissatisfaction.


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=';>

3erzberg’s %wo'"actor %heor&

• ?ualit& of

supervision• -a&• 5ompan&

policies• -h&sical

wor$ingconditions

• @elationships• Aob securit&

' y g i e

n e

F a c t o r s

Dissatised

8ot Dissatised

• -romotional

opportunities• Opportunities for

personal growth

• @ecognition

• @esponsibilit&

• #chievement

M ot i v at i onF a ct or s

2atised

8ot 2atised


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5ritical appraisal3erzberg’s theor& has been criticized on the

following grounds

i7 %he theor& is based on small sample of ;


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)c Bregor’s %heor& C and %heor& -rof. Douglas )c Bregor has developed a

theor& of motivation on the basis ofh&pothesis relating to human behaviour.

%here are two alternative sets of assumptionswhich )cBregor has described as %heor& Cand %heor&


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%heor& Ct is based on the following assumption

i7 %he average individual is b& nature indolent andwill avoid wor$ if he can.

ii7 %he average person lac$s ambition/ disli$esresponsibilit& and prefers to be led.

iii7 #n average human being is inherentl& self'centered and indierent to organizational goals.

iv7 )ost people are b& nature resistant to changeand want securit& above all.

v7 %he average human are gullible/ not ver& bright.


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On the basis of these assumption/ theconventional view of management put forwardthe following preposition.

i7 )anagement is responsible for organisingthe elements of productive enterprise.

ii7 Eith respect to people/ managementinvolves directing their eorts/ motivatingthem/ controlling their actions and modif&ingtheir behaviour to t to the need of

organisation.iii7 Eithout active intervention of management/

people would be passive/ even resistant toorganizational needs.


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%heor& C is a conventional or traditional

approach to motivation.

9+ternal control is considered appropriate for

dealing with unreliable/ irresponsible andimmature people.

%heor& C is based on a fault& conception ofhuman nature.

)cBregor recognised certain needs that %heor& C fails to ta$e in account.

%hese relate to self'fullment/ ego satisfactionand social needs of individual wor$er/

# counter approach to management he called %heor& .


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%heor& t proposes

i7 )anagement is responsible for organsing the

elements of productive enterprise in the

interest of economic and social ends.

ii7 -eople are not b& nature passive or restricted

to organisation needs. %he& become so as aresult of e+perience.

iii7 )otivation/ potential for development/ capacit&for assuming responsibilit& are present in

people/ management does not put them there.


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%heor& is based on following assumption

i7 %he e+penditure of ph&sical and mentaleort is as natural as pla& and rest.

ii7 )an will e+ercise self'control and self'direction in the service of ob1ectives towhich he is committed. 9+ternal control or

threat of punishment is not the onl& meansof motivating people.

iii7 5ommitment to ob1ectives is a result of therewards associated with their achievement.


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iv. %he average human being/ under propercondition does not shun responsibilit&.

v. %he capacit& to e+ercise a relativel& highdegree of imagination creativit& oforganisation problem is widel& not narrowl&distributed in the population.


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Douglas )cBregor’s C H

nherent disli$e forwor$ and will attemptto avoid it

)ust be coerced/controlled orthreatened withpunishment

(iew wor$ as being asnatural as rest or pla&

Eill e+ercise self'direction and self'controlif committed toob1ectives

% h e o r & C

% h e o r & D

pom- leadership motivation

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