Leadership Management History Summary Exam Paper

The basis of Maslow’s motivation in a paper he wrote in 1943 A Theory of Human Motivation (Hierarchy of Needs) theory is that human beings are motivated by unsatisfied needs, and that certain lower factors need to be satisfied before higher needs, and that certain lower factors need to be satisfied before higher needs can( Daft p.229). According to Maslow, there are general types of needs physiological, safety, belongingness, esteem, self- actualization that must be satisfied before a person can act unselfishly.
These needs arranged by ascending order of importance with self-actualization being the most important. He called the other three “deficiency needs” such as physiological, safety and belonging. Maslow's concept of self-actualization, which is personal growth and fulfillment relates directly to the present day challenges and opportunities for employers and organizations to provide real meaning, purpose and true personal development for their employees. Maslow saw these issues fifty years ago: the fact that employees have a basic human need and a right to strive for self-actualization, just as much as the corporate directors and owners do. In actuality almost all-individual growth, whether in a hobby, a special talent or interest, or a new experience, produces new skills, attributes, behaviors and wisdom that is directly manageable to any sort of job role. The Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development.
Max Weber theory focuses on the ideas of bureaucracy as an efficient method for organizing and prioritizing the everyday tasks of businesses. Max Weber studies in organizations were to know why people comply with influence over them. In Max Weber’s leadership theory, he wrote about three types of leaders, which included bureaucratic, charismatic and traditional (Sociological Theory). Weber acknowledged that leadership was situational in life and that true leaders needed to move vigorously from one type of leadership style to another to remain successful. Weber also understood that there were two forms in which leaders worked. The two forms are transactions and transformers. Transaction leaders are those that work with the existing structure to achieve an outcome. As stated in the Daft text this known as a bureaucratic leader one who uses a methodical, rational and orderly way in doing business (Daft, p.436). For example, people who work in a bureaucratic culture adhere to strict dress code that may include a uniform or everyone wears blue polo shirts and khaki pants. Fifteen-minute breaks are schedule at a specific time. The second kind of leader Weber study was the charismatic leaders, which are transformational leaders. These leaders are not afraid to approach things from a different perspective and used charm or charisma to help them achieve their goals. For instance, President Obama known as a charismatic leader because he motivates and sways with an energetic and delightful personality through inspiring speeches, which gives his followers inspiration to be devoted to him. President Obama charismatic doctrine “Change we can believe in” begins in belief of drastic change, he believes in the possibility of a transforming politics to heal America’s pain and change American lives, for the better, he says, “we can replace a politics that breeds division, conflict, and cynicism with a politics that fosters unity and peace” (Barack Obama). His charisma is grounded in empathy and sympathetic power rather than authority.
Douglass McGregor proposed is X and Y theory in his book “Human Side of enterprise in 1960. Theory x and theory y are still referred to commonly in the field of management and motivation. Managers have tried for years to find new ways to motivate their workers and get the most out of each worker. According to the x and y theory this motivation causes a desire to work which will increase productivity. Theory X reflects the assumption that people are lazy and not motivated to work and that they have the natural tendency to avoid responsibility. Theory X reflects the authoritarian style of leadership thinking. Authoritarian style leaders feel they must force people to work because no one is a self-starter. Theory Y based on the assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about (Daft p.110). Theory Y often has a kinder approach to management, disputes Theory X. According to Theory Y, the average person does not dislike work and find satisfaction in performing tasks. Most people would not have to be intimated to work just to avoid disciplinary action. This type of leadership involves a team approach and individual growth and positive support from leaders. McGregor presented theories, which are relevant in the work place. In Fielder’s study of theory X people, have to be coerced to start work by the means of punitive action. Theory Y concentrates on motivating employees by treating them as reliable individual who desire to perform work. Each theory had been proven useful depending on situation. Some organizations may use McGregor’s theory x, but many have underlining principals that lean towards theory y. The milder approach of theory y may not reflect the values of every culture but Chunece believes it reflects the democratic principles of today.
F.E Fiedler in the 1960 has observed relationships among leadership style, situational favorability and group task performance. A model designed to diagnose whether a leader is task-oriented or relationship-oriented and match the leader style to a situation known as the contingency model. (Daft, p.66). The contingency theory is a basic understanding in which there is no one correct model. Each situation has its own single contingent factors that decide the correct tactical choice. This theory was developed so leaders could diagnose both leadership and organizational situations. Different approaches to leadership make a difference in an organization with diversity. For instance, an organization, which has a predominantly conservative environment, may not conform to rapid change. There would be a lot of resistance to immediate change in old-fashioned organization.
Finally yet importantly, the acquired needs theory developed by David McClelland proposes that certain needs are acquired during an individual’s lifetime. People are not born with these needs but learn them through their life experiences (Daft, p.233). Chunece Jones works in a setting that reflects the acquired needs theory that recognizes that everyone prioritizes needs differently. Even in junior high school, Chunece has identified those children who have drive to excel in everything that they do. They differentiate themselves from other students to do things better. This students are personal responsible and always want insist feedback on assignments to see if they are progressing or maintain their grade point averages.

References
Daft, Richard (2008, 2005). The Leadership Experience
Farganis, James (2005) Readings in Social Theory- The Classical Tradition to Post-Modernism 4th edition Boston: McGraw Hill
Obama Barack. (2008) Get Involved Today. Retrieved from http:// www.barackobama.com