leadership and motivation

Professional Certificate in

Human Resources Management

Leadership and Motivation

Mahesh Weeratunge

Certified Professional Marketer

MBA (UK), CPM(APMF), MAPMF, PG. Dip(M) SL, Dip M(SL), MSLIM

Snr. Lecturer, Examiner, Corporate Trainer and Practitioner

Planning

Organizing

Leading Staffing

Controlling

Human Resources Management

Process

The Nature of Leadership

Contemporary Leadership

From Management to Leadership

Leadership Traits

Behavioral Approach

Contingency Approaches

Charismatic and Transformational Leadership

Power and Influence

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Overview

Leadership occurs among people, involves

the use of influence (relationship among

people) and is used to attain goals.

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The Nature of Leadership

Leadership define as ability to influence

people towards the attainment of goals

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Leadership

Leadership style (how we think and practice)

drastically changed due to ethical and economic

difficulties, corporate governance, globalization,

change in technology, new way of working, shifting

employee expectation, significant social transition

are few.

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Modern Leadership

Level 5 Leadership

Servant Leadership

Authentic Leadership

Interactive Leadership

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Leadership Approach in

Present Context

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Level 5 LeadershipJim Collins and research associates

A servant leader go-beyond self-interest to

serve others and the organization

Servant Leaders are operate on two levels:

◦ Fulfillment for their subordinate's goals and

needs

◦ Realization of the larger purpose or mission of

their organization.

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Servant Leadership

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Characteristics of Servant

Leadership

Listening

Empathy

Healing/ Remedial

Awareness

Persuasion

Foresight/Anticipation

Commitment to the growth of

people

Building community

Authentic leadership refers to leadership by

individuals who know and understand

themselves, who adopt and act consistent

with higher order ethical values, and who

empower and inspire others with their

openness and authenticity.


Authentic Leadership

Purpose with a passion

◦ Know purpose of leadership

◦ Demonstrate high passion and commitment to purpose, and

inspire commitment from followers

Practice Solid values

◦ Values shaped by personal belief and stay true them even

under pressure

Lead with the heart and the head

Establish Connected relationship

Demonstrate self discipline


Characteristics of Authentic

Leadership

Leader favor consensual (which people in

general agree with) and collaborative process

and influence drivers from relationship rather

than position power and formal authority.


Interactive Leadership

Manager Quality Leader Quality

Rational / Balanced Visionary

Maintains stability Promote change

Assigns tasks Defines Purpose

Organize Nurtures/influence

Analyze Innovates

Position Power Personal Power

Do things right Do the right thing

Direct People Motivate


Manager Vs Leader

Traits are distinguishing personal

characteristics;

◦ Intelligence

More intelligent than non-leaders, Scholarship,

Knowledge, Being able to get things done

◦ Energy and Personality

Verbal facility, Honesty, Initiative, Aggressive,

Ambitious, Sociability, Adaptability

◦ Self confidence

◦ Independence Mahesh Weeratunge 15

Leadership Traits

Two basic leadership behaviors

identified as important for leadership are

◦ Task oriented behavior

◦ People oriented behavior


Behavioral Approach

Contingency leadership approach means;

leadership that can be changed according to

the given situation on condition


Contingency

Approaches

Fiedler’s Contingency Theory describe the

suitability of a leadership style is determined by

whether the situation is considered favorable or

unfavorable to the leader.

Starting point is extent to which the leadership is

task oriented or people oriented.


Fiedler’s Contingency Theory

Charismatic leader is a leader who has the

ability to inspire and motivate people to go

beyond their expected performance, even to

the point of personal sacrifice

◦ Eg. Mother Theresa, Religious and Terrorist

leaders


Charismatic and

Transformational Leadership

Transformational leader is distinguished by

special ability to bring about innovation and

change by creating an inspiring vision,

shaping values, building relationship and

providing meaning for followers. Acting as a

role model.


Charismatic and

Transformational Leadership

Motivation


Motivation is the arousal of enthusiasm and

persistence to examine a certain course of

action.

Motivation can be due to;

◦ External factor

◦ Factor within the person


Motivation


Motivation

Basic motivational concepts

Motivation—the forces within the individual that account for

the level, direction, and persistence of effort expended at

work.

Reward—a work outcome of positive value to the individual

Extrinsic rewards—valued outcomes given to someone by

another person.

Intrinsic rewards—valued outcomes that occur naturally as a

person works on a task.

Need

BehaviorReward


Simple Model of Motivation

Rewards are of two types

◦ Intrinsic rewards – satisfaction performing a

particular action.

◦ Extrinsic rewards – receive from outside

party or another person such as salary

increment etc.


Rewards

Content theories emphasize the need that

motivate people

◦ Maslow’s Hierarchy of Needs

◦ ERG Theory

◦ Herzberg Two Factor Theory


Content Perspectives on

Motivation

Modified version of Maslow by Clayton

Alderfer

ERG identified three categories of needs

◦ Existence Need

◦ Relatedness Needs

◦ Growth Needs


ERG Theory


Two Factor Motivational Theory

Hygiene factors are needed to ensure an employee

does not become dissatisfied. They do not lead to

higher levels of motivation, but without them there is

dissatisfaction.

People are influenced by two factors:

Motivation factors are needed in order to motivate an

employee into higher performance. These factors result

from internal generators in employees.


Examples of “Hygiene” Needs or

Maintenance FactorsThe organization, its policies & administration

Kind of supervision (leadership & management, including perceptions)

Relationship with supervisor

Work conditions (including ergonomics)

Salary

Status

Job security

Interpersonal relations


True Motivators

Achievement

Recognition for achievement

Work itself (interest in the task)

Responsibility

Growth and advancement

How people select behaviors with which to

meet their needs and determine whether their

choices were successful

◦ Goal Setting Theory

◦ Equity Theory

◦ Expectancy Theory


Process Perspectives on

Motivation

Key components of Goal setting theory

◦ Goal Specificity

◦ Goal difficulty – easy goals less motivated and less

challenges. So less output

◦ Goal Acceptance – commitment

◦ Feedback – how well they work in achieving goals


Goal Setting Theory

Equity theory focuses on individuals’ perception of

how fairly they are treated compared with others.

Inequity occurs when the input-to-outcome ratio are

out of balance.

◦ Eg; inexperienced employee and experienced and

qualified employee getting the same salary.


Equity Theory

Expectancy theory discuss that motivation depends on

individuals’ expectations are about their ability to

perform task and received desired task.

This is discussed with Victor Vroom study of the

subject.


Expectancy Theory

Reinforcement theory looks at the relationship between

behavior and its consequences

This focuses on changing or modifying employees on

the job behavior through the appropriate use of

immediate rewards or punishments


Reinforcement Perspective on

Motivation

leadership and motivation

Education

use of influence relationship

larger purpose

subordinates goals

influence drivers

things rightdo

things doneenergy

personal belief

corporate trainer