Leadership and Motivation

QSB2413 Management Science

Who are the richest people in the world?

What are the common characteristics they have?

Leadership

Introduction• Having strong leaders is paramount to all

organization’s success.• Leaders recruit, hire, develop and motivate

the people.• They help set the organization’s vision and

strategic direction, lead others to execute the organization’s plans and to achieve its desired results.

Leadership

• Leadership is broadly defined as a social influence process that causes others to achieve organizational goals.

• Leadership is not a position, title or privilege; it is a responsibility and a process.

Leadership• Leadership is an observable, understandable,

learnable set of skills and practices available to everyone, anywhere in the organization.

• Leaders are made rather than born!

Leadership• Leadership is the ability to influence people to action.• Leadership involves creating a vision of the future,

devising a strategy for achieving that vision, and communicating the vision so that everyone understands and believes in it.

• Setting an example that inspires people to pursue goals that benefit the organization.

• Leaders have to build a culture that motivate people to overcome obstacles.

What is the different between managing and leading?

Managing vs Leading

• Managers carry out responsibilities, exercise authority and focus on how to get things done.

• Leaders are concerned with understanding people’s beliefs and gaining their commitment to take the organization in a prescribed direction.

Managing vs Leading

• Managers and leaders differ in what they attend to and in how they think, work and interact.

Leadership Styles3 different approaches

Leader-Centered Approaches• Focus on leader in identifying and

understanding:-(1) The traits and skills of leaders(2) How leaders behave(3) How they use power

(1) Leadership Traits and Skills

• Physical characteristics (such as height and appearance), aspects of personality (such as self-esteem, dominance, emotional stability) and aptitudes (such as general intelligence, verbal fluency and creativity) were thought to impact a leader’s effectiveness.

• Do you think leaders differed in comparing by seeing with regard to such traits in determining he/she is successful or unsuccessful?

(1) Leadership Traits and Skills• Successful leaders possess greater:-Drive – need for achievement, sense of responsibility,

ambition, energy and initiative.MotivationHonesty and integrityExtraversion and self-confidenceConceptual abilityBusiness knowledge• Leaders tend to have more of these traits than others.

(1) Leadership Traits and Skills

• Leaders have to possess skills below:-Technical skills – knowledge about methods,

processes, procedures and techniquesHuman skills – related to interpersonal

relationships and managing individual performance, providing feedback and improving communication.

Conceptual skills – analytical ability, logical thinking and inductive and deductive reasoning.

(1) Leadership Traits and Skills

• Having any or all of the qualities listed above is not guarantee that you will become a leader, nor does the absence of any one of them rule out the possibility of you becoming an excellent leader.

• Each situation may have particular requirements that make certain traits or skills more important in one situation than in another.

(2) Leadership Behavior

• A second major leader-centered approach to understanding leadership is to explore the behaviors of leaders.

• The behavior approach examines what effective leaders do rather than their characteristics.

• The behavior approach assumes that what the leader does is the primary determinant of effectiveness.

(2) Leadership Behavior

• Behavioral models define a leader’s effectiveness based on two orientations.

• The first is task orientation, such as setting performance goals, planning and scheduling the work, coordinating activities, giving directions, setting standards, providing resources and supervising worker performance.

(2) Leadership Behavior

• The second is relations orientation, such as showing empathy for the concerns and feelings of others, being supportive of needs, showing trust, demonstrating appreciation, establishing reliable and stable relationships and allowing subordinates to participate in decision making.

• Both behaviors are important for effective leaders.

(2) Leadership Behavior

• We can conclude that effective leaders use a range of behaviors. These behaviors can be learned and an important characteristic of effective leaders is their ability to change and adapt to the organizational settings in which they manage.

• A great leader learns when and where to exhibit both styles of leadership.

(3) Leadership Power

• Power is essential for leadership.• Power is defined as the ability to use human,

information and material resources to get something done.

• Authority is the right to get something done and is officially sanctioned (legal) by the organization.

• Power is the ability to get results with or without the organization’s official sanctioning.

(3) Leadership Power

• Power is important for leaders to influence not only subordinates but also peers, supervisors and people outside the organization such as clients and suppliers.

Follower-Centered Approaches

• Focus on the people led by the leader

Self-leadership• In order for leaders to be effective, they must have good

followers.• One of the most important characteristics of a good

follower is self-leadership.• They are self-directed and self-motivated to perform,

have initiative and take action as appropriate.• Employees who are ready to lead themselves.

Interactive Approaches

• How leaders interact with their followers and how followers interpret their leader’s behavior.

(1) Situational Leadership Model(2) Empowerment(3) Transformational Leadership

(1) Situational Leadership

• This model suggests that different leadership approaches are appropriate for different situations.

• To maximize employee performance, a leader should use a leadership style that is appropriate for the subordinate's level of expertise and knowledge (referred to as readiness) and the leader’s use of task versus relationship behavior.

(1) Situational Leadership• Readiness is the extent to which a subordinate possess the

ability, knowledge, skills, job experience and willingness to complete a specific task.

• Subordinates have various degree of readiness depending on their confidence and competence to perform a task independently.

• Task versus relationship behavior reflects the extent to which the leader focuses either on the task to be done or employee relationships. (task orientation or relations orientation)

**Identify the readiness, choose the appropriate behavior to match the task (leadership style).

(2) Empowerment

• Empowerment enables employees to take responsibility for both their work and the results they achieve.

• Interaction of the leader who is giving up or sharing power with those she leads so that they will become more involved and committed to independent, high-quality performance.

• Such power sharing provides people with a belief in their ability and their sense of effectiveness.

(2) Empowerment• Empowerment is often described as delegation of power,

authority or responsibility by those higher in the organizational structure to those at the organization’s lower levels of.

• Successful empowerment means that employees understand their role in achieving the organization’s mission; they have the skills, information and motivation to make good decisions.

• Empowerment can be powerful motivational tool by providing employees with both control and a sense of accomplishment.

(3) Transformational Leadership

• Refers to the leader’s ability to influence employees to achieve more than was originally expected.

• This is most successful when the leader understands the organization’s vision and can articulate it well to the employees.

• Transformational leaders are able to generate feelings of trust, admiration and loyalty, and to tap deep values and respect from followers.

(3) Transformational Leadership

• Followers are motivated to achieve more than was originally expected and view their work as more important and as self-congruent.

• This motivation is created when the leader makes subordinates more aware of the importance and values of task outcomes, helps them think beyond their own self-interest to the needs of the work team and the organization.

(3) Transformational Leadership

The leadership style of Steve Jobs• He focuses on “transforming” others to help each

other to be encouraging and harmonious, and to look out for the organizations as whole.

• His leadership creates valuable and positive change in the followers.

• In his leadership he enhances the motivation performance of his followers group, some people also categorize him as a charismatic leader.

Motivation of people in their job

How to motivate and reward the behaviors?

Definition

• Motivation refers to forces, either internal or external to a person that influence action to do something. (Leading – Motivating)

• The process of initiating and directing human behavior. (what and how to perform)

(1) Maslow’s Hierarchy of Needs

• Needs-based approaches of employee motivation.

• Emphasize specific human needs.• The hierarchy provides a convenient

framework for managers.• It suggests that as individuals develop, they

work their way up a hierarchy based on the fulfillment of prioritized needs.

(2) David McClelland Theory• David McClelland proposed the three-needs theory

(relevant motives or needs) that motivate behavior in the workplace:

• Need for Achievement is represented by the drive to excel, accomplish challenging tasks and achieve a standard of excellence.

• Need for Power may involve either personal or institutional power.

• Individuals with high need for personal power want to dominate others for the sake of demonstrating their ability to influence and control.

(2) David McClelland Theory

• Individuals with a high need for institutional power want to solve problems and further organizational goals. (Desire to be the important motivator in organizations)

• Need for Affiliation is the desire for friendly and close interpersonal relationships. Individuals with high need for affiliation enjoy working in teams and interaction with others, such as coaching, teaching and counselling.

(3) Douglas McGregor Theory

Douglas McGregor proposed two distinct views about human nature:1. Negative view, Theory X2. Positive view, Theory Y

Summary• Leadership is broadly defined as a social

influence process that inspires people to pursue goals that benefit the organization.

• An organization must have effective leadership to succeed.

• An organization can help create a motivating atmosphere by making the work environment positive and conducive to productive output.

• Creating a culture in which all members can contribute to their maximum potential.