Leadership and Motivation

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Leadership and Motivation

I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader

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Objectives
(Motivation)
To identify the difference between motivation and performance. To compare and contrast intrinsic and extrinsic motivation. To identify, discuss and summarize the relationships between three needs-based theories of motivation and their application to performance and job satisfaction.

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Objectives
(Leadership)
To define and discuss the role of both emergent and assigned leaders. To identify the effects of subordinates and environment on leadership effectiveness. To evaluate the use of rewards and punishment as leader tools.

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Objectives (contd)

To identify how and when to apply a participative style of leadership. To identify some leadership qualities and debate their impact on group performance.

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Context
1. 2. Conclusions about Leadership and Motivation are not scientific. There are many theories about why, how, and to what extent people participate. Leadership and Motivation are ultimately individual responses to internal or external stimulation.

3.

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Concepts of Human Behaviour

Every individual is: Like every other person

has a need for food, water, shelter, money, etc. dominant, aggressive, passive, or submissive. genetic make-up, past experiences, view of the world.

Like some other people

Like no other person

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Causes of Human Differences

Personality traits: each individual is unique. Biological make-up: evolution and human inheritance. Behavior: reaction to rewards and punishments.

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Causes of Human Differences (contd)

Cognitive approach: thinking and memory. Immediacy: impacted by immediate influence and free will.

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Why Study Leadership and Motivation?

It provides a better understanding of human behavior in general. Rules and regulations are being replaced by flexibility. The need for personal initiative and empowerment. Better ability to apply theory to improve performance.

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Participants Input 11.1

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Motivation
The extent to which persistent effort is directed toward a goal.

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Motivation and Performance

Motivation is the force (internal or external) that influences our level of persistence, effort and direction. Performance is controlled by our level of skill, task understanding, and aptitude.

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Types of Motivation

Extrinsic: external rewards and punishments applied by environment;

e.g: Pay, supervision, benefits, perks, etc.

Intrinsic: internal relationship between worker and task. e.g: Satisfaction, recognition, need to self-improve.

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Maslows Hierarchy
Physiological - food, water, shelter, clothing, money.
Safety - security, stability, structure, freedom. Relationships - socialization, affection, companionship, friendship.

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Maslows Hierarchy (contd)

Esteem - competence, confidence, appreciation, recognition, and ego.

Self-actualization - happiness, power, adventure, adrenaline rush, and fulfillment.

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Alderfers ERG Theory

Existence - physiological needs: those satisfied by extrinsic rewards.

Relatedness - communications, exchange, interaction, and feedback.

Growth - personal fulfillment, ego, creativity, and intrinsic rewards.

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McClellands Theory
(Non-hierarchical) Achievement the desire to perform challenging tasks, takes personal responsibility for performance outcome, and receive performance feedback. Affiliation the need for friendly, compatible relations, the need to be liked by others, and the ability to create social networks.

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McClellands Theory (contd)

Power - the need to influence others, and the need for attention and personal prestige.

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Comparison
Selfactualization Intrinsic Esteem Relationships Safety Physiological Extrinsic Motivation Existence

Relatedness

Motivation
Growth

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Participants Input 11.2

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Motivational Goals
(Carol Dweck)

Performance goals directly related to extrinsic rewards;

e.g: peer judgement.

Learning goals directly related to intrinsic rewards;

e.g: desire to do better the next time.

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Response to Failure
Performance goals:

Based on the attitude that intelligence and ability are fixed; causes people to quit; believe they dont have what it takes.

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Response to Failure (contd)

Learning goals: Intelligence and ability can improve; causes people to try even harder; feedback is used to create improvement.

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Participants Input 11.3

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Leadership
The influence that particular individuals (leaders) exert on the goal achievement of others (subordinates) in an organizational context.

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Leader Qualities
(from Board Governance)
See how different aspects fit together to form the whole; seek out alliances and opportunities; have a positive effect that influences others to get involved; self-confidence helps others believe in their own abilities; and places emphasis on empowerment and freedom. Module 11

Issues to be Considered
1. Two distinct aspects of leadership; (i) subject of influence (leaders), objects of influence (followers). Two types of leaders: (i) emergent leaders - those who earn the title from followers; and (ii) assigned leaders - those who have power bestowed on them by outside authorities. Module 11

2.

Leader Functions
1. Social-emotional role: - listening, acknowledging, team building, supporting, and conflict resolution.
Task function: - role clarification, skills maximization, and achievement of goals.

2.

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Search for Leaders

Created as a result of shortage of leaders in World War I and II; no conclusion about leader qualities; relied on identifying leader traits; approach failed to consider the task, subordinates, or setting.

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Emergent Leaders
Hold office due to their appeal to subordinates; power emerges from within the group; dependant on performance; mostly observed in community groups, citizen-led organizations, and politics; when role is threatened, they tend to try and ride out the storm.

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Assigned Leaders
Empowered by a source outside the group; can assign tasks, provide rewards, and punishments; group approval is irrelevant.

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Participants Input 11.4

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Rewards
Includes compliments, tangible benefits, deserved special treatments; can be motivational when properly applied; when poorly applied, they result in loss of loyalty, dissension and dysfunctional groups.

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Punishments
Includes reprimands, unfavorable tasks, and withholding of rewards; At best, have minimal impact on worker satisfaction or productivity. At worst, they are randomly applied, not contingent on performance, and poorly administered. Without rewards, it may be administered in degrees and subjectively. Module 11

Participants Input 11.5

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Effective Leaders

Form a connection between the subordinate and organizational goals. More concerned with job satisfaction and path to rewards.

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Types of Leader Behaviour

1. Directive: - schedules work; - maintains standards; - creates clear expectations.

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Types of Leader Behaviour (contd)

2. Supportive: - friendly; - approachable; - concerned with interpersonal relations.

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Types of Leader Behaviour (contd)

3. Participative:
- consults with subordinates; - considers other peoples opinion. 4. Achievement-oriented: - encourages high efforts and standards; - expresses confidence in subordinates.

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Factors Contributing to Leader Success

1. Subordinate characteristics: - level of subordinate achievements; - subordinate needs; - abilities and aptitude.

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Factors Contributing to Leader Success (contd)

2. Environmental Factors:
- appropriateness of leadership style; - task clarity, urgency and subordinate empathy; - qualifications and knowledge impact confidence and loyalty; - being in the right place at the right time.

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Participative Leadership
Planning Imposed decisions

Implementation

No input

Evaluation

No impact

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Positive Impacts of Participation

Motivation
takes

ownership; job enrichment through variety.

Empowerment
people

feel in control

Adds quality
local

expertise combined with leader knowledge; two heads are better than one.

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Positive Impacts of Participation (contd)

Provides acceptance
increased

acceptance of decisions; may perceive decisions as being fairer.

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Participation Problems
Time and energy are spent on meetings and education. May be seen as a loss of power. Some may not want to be involved. May be perceived as doing managements job. May be perceived as down-loading.

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Participants Input 11.6

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Leadership Styles
1. Autocratic: - leader solves problems and makes decisions; - subordinates are not part of the decision-making process.

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Leadership Styles (contd)

2. Consultative: - share problems and gets input; - input may or may not influence decisions;

- retains decision-making role. Module 11

Leadership Styles (contd)

3. Group: - shares problems and obtains input; - seeks consensus; - accepts group decisions.

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Leader Qualities

1. Intellectually stimulates

2. Energetic
3. Self-confident 4. Assertive

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Leader Qualities (contd)

5. Dominant 6. Motivator 7. Honest 8. Charismatic

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Participants Input 11.7

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