...Leadership and Motivation: a Practical Analysis Leadership Project Paper within: LEADERSHIP Authors: ALAURENT, Hervé HARRINGTON, Jaclyn KUPKE, Nils VACHEVA, Desislava WALACH, Joey Tutor: BRUNDIN, Ethel Jönköping December 2008 Table of Contents 1 Abstract 1 2 Introduction 1 2.1 Purposes 1 2.2 Mica’s perspective on Motivation 2 3 Transformational Leadership 2 3.1 Leadership and Temperament Congruence 3 4 Need Theory 4 5 Expectancy Theory 7 6 Conclusion 8 7 References 9 Abstract Motivation is an abstract concept that has been studied extensively over the years. The main issue with this concept is that it can not be measured, and at the same time is very hard to observe. Bryan Schaffer (2008) identified two principles in link with motivation: it is a function of the individual and the situation, and performance is a function of ability and motivation (which he also links to effort). Donna J. Plonczynski (2000) defined motivation as an “intrinsic determination toward goal attainment”, which is also composed of “components of personality and personal habits that indicate performance”. Humphreys and Einstein (2004) state that most motivation definitions focus on “the notion of enhancing and sustaining effort toward some desired goal-directed behaviour”. According to these findings, we could identify two important dimensions of motivation: individuality and goal. Individuality refers to the diversity of factors affecting...
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...can influence the behavior of their followers .Substantial factors can affect both parties capacity to influence (Hughes et al, 2006:107. Power is the potential to influence others by change in an individual’s attitudes, beliefs and values. We have 5 types of power outlined by French and Raven (1959) in the 1950’s; we have Expert power, referent power, legitimate power, reward power and coercive power 1) Expert power, this is used by leaders because the knowledge, expertise and skills helps differentiate the organization creating the fervency for more followers 2) Referent power: one primary advantage of using this referent power is that it goes hand in hand with increased and unquestioning follower loyalty 3) Reward power is used to influence followers to increase their performance. For example an inspector of police is suddenly promoted to Inspector general of police and this will encourage him to push his other team who are now beneath him and their families to be followers of that leader that promoted him. 4) Coercive power: this is used when some followers refuse to listen to their leaders, they are disciplined. For example they are fired from their place of work to serve as deterrents / lessons to others, thereby instilling in them fear of not following the orders of that leader. A typical example is the Cuban President Castro Fidel who led his country under a communist military dictatorship system. He used the Referent power to gain full control of the country's...
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...defined as the process of developing new ideas and vision, living by values that support those ideas and vision, influencing followers to live by values and making tough decision as and when required (Bryman, 2013). In simple words, leadership is defined as relationship in which one individual influences the actions and behaviour of other individuals. Motivation is the inner force that influences an individual to achieve desired needs and wants. Influence of leadership behaviour on motivation of individuals within an organisation The prime responsibilities of leaders involve deciding organisational objectives, providing expertise and define standards, select and develop the structure and culture of the organisation with an aim to achieve desired goals and objectives (Adair, 2009). Leadership traits and behaviour plays a very vital role in determining the way leaders perform their roles and responsibilities and the kind of relationship they share with their followers. Leadership being responsible for influencing other’s behaviour and attitude, also plays a significant role in determining the level of motivation of individuals within an organisation (Daft, 2014). Leadership behaviour can be categorised into two broad categories namely, job-centred behaviour and employee-centred behaviour, each of which have both positive and negative influence on employee motivation (Armstrong & Stephens, 2005). The difference between job-centred and employee-centred behaviour is shown in table...
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...leadership theories having the leadership models. The leadership theory is the lengthy document that clarify the variables and leadership styles to be used in a given contingency situation. The leadership model is the small arbitrary of the theory to be used when choosing the proper leadership style for a given situation. 2. What contingency leadership variables are common to all of the theories? Answer: The contingency leadership variables used to describe the relevant leadership style are the leader, followers (employees), and situation. The leader element is positioned on personality traits, nature, and experience. The follower’s factor is pointed on effectiveness and motivation. The conditional factor is based on task, structure, and environment. A leader to be powerful, there must be a relevant fit between the leader’s nature and style and the followers and the situation. This leadership theory bid to explain the applicable leadership style positioned on the leader, followers (employees), and situation. 3. How does the global economy relate to contingency leadership? Answer: Most of the companies are looking for the good graduates with an international acceptance and extensibility of the global economy. William established that Japanese were very hard and led differently while comparing with United States institutions. He joined proceedings of US and Japanese companies, he termed as Theory Z. 4. What are the two...
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...leads or guides” (dictionary.com). A newly employed worker is a prime example of a follower. Having little knowledge about the job, the employee is unable to neither make important decisions affecting a group of people nor teach others by example. The employee is only able to accept the lessons and duties imposed upon him by his ordinates. The follower will imitate the leader’s behavior and actions, gaining self-discipline, motivation, ideas, and responsibility from those experiences, if the leader exhibited those qualities as well. These acquired qualities are necessary for the cadet’s development as a follower, and eventually, a leader. Leadership is essentially the contrary to followership. Leadership is defined as “is the process of influencing others and the process of facilitating individual and collective efforts to accomplish shared objectives” (Organizational Behavior, 11th Edition. John Wiley & Sons p. G-6). Leaders have the necessary experience, skill, and motivation to bear responsibilities that a follower might not be capable of handling. As mentioned previously, a follower imitates the behavior imposed upon him or her by his or her leader. The leader must act properly as a role model for the follower, exhibiting self-discipline, motivation, and responsibility to teach the correct procedure or behavior to the follower. 3. As a follower, what do you want from a leader? As a follower, I would prefer a leader that is trustworthy, confident, compassionate, and knowledgeable...
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...Introduction The case study, “A Question of Motivation,” focuses on Alex and Stephanie, two employees who work at a local supermarket. Alex is managed by Dan and Stephanie is under the management of Jonathan. Most employees want to work for Jonathan because he regularly assigns his employees different duties each week so they don’t get bored. Most of the employees under Jonathan including Stephanie are satisfied with their jobs and the way they are treated. Dan in contrast prefers for most of his employees to work in the same area each day and insists employees have shorter lunch breaks, than the amount of time allotted in the company policy. The Path-Goal Theory of Leadership The path-goal theory of leadership defines the role of a leader as one who outlines the goals and lays down the path for the subordinate to facilitate success and completion of the goals. The leader empowers the group to reach their goals, and ensures that they share an awareness of what those goals are. The path-goal theory centers on the motivational factors of the subordinates by showing employees how their accomplishments directly affects their reception of expected rewards (Certo& Certo 345). The path-goal theory suggests that the leaders under this theory possess four styles of leadership which are directive behavior, supportive behavior, participative behavior and achievement behavior. With directive behavior the leader lets followers know what is expected of them and tells them how to perform...
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... Team 2: Timothy Donnelly Sande Jarrett Chase Miller MGT-3133-001 - Leadership February 14, 2012 Intro Pablo Escobar was the charismatic, ruthless leader of the Medellin drug cartel in Columbia during the 1970s and 80s (Kelly, 2005, p. 118). He possessed charisma, intelligence, and an idealized status in the eyes of his followers like a transformational leader (Minster, 2012), but he showed criminal tendencies from a young age (A&E, 2012) and displayed the poor morals and selfish manipulation of others that characterize a pseudo-transformational leader. While Escobar did have some degree of idealized influence and appeared to exert inspirational motivation, his poor morals and thirst for power compromised these aspects of his leadership and led to a lack of intellectual stimulation and individualized consideration for his followers. Because of this, Escobar, while charismatic and effective, was not a true transformational leader. Idealized Influence The idealized influence factor is a characteristic of transformational leadership where the leader’s behavior, charisma and strong moral values compel followers to strive to emulate the leader and view him as a role model (Northouse, 2010, p. 177). Individuals with poor moral values may still have high charisma and seek out leadership roles, but without the moral element cannot be considered true transformational leaders. Charisma and the ability to garner respect allowed a poor man from the streets...
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...(Leadership) & 9 (Motivation) Due 5/01/16 What Is Leadership? – leadership is a fairly modern concept - an influence process not really defined, the greater the degree of purely voluntary actions by the followers toward the leaders intended direction, the more effective the leadership – p 208 P207 Organizational Leadership – an interpersonal process that involves attempts to influence other people in attaining organizational goals Distributed Leadership – anyone who inspires a coworker or subordinate to do better, improve process, etc. =lead by example – eg: Johnson & Johnson Effective Leadership – influence that assists a group or organization to perform successfully and meet its goals and objectives = “enabling” behavior – it’s a behavior that helps other people accomplish more than if they had been no such influence P208 Leading and Managing: The Same or Different? Leadership is a very important component of management, but management is more than just leadership. It includes other tasks that do NOT directly involve influencing people. Managers Leaders Leaders Does Leadership Differ Across National Cultures? Paternalism – the leader is regarded as father who will take care of the subordinate in return for reasonable behavior and performance = order & harmony; eg: YifeiLi – MTV Greeter China P210 Leadership and the Use of Power Power – the capacity or ability to influence. “power tends to corrupt (and), absolute power corrupts absolutely...
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...their skills, such as, their communication, behavior, motivation, and accepting great feedbacks from others. Coaching is the ?process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful. Informal coaching takes place whenever a leader helps followers to change their behavior. Several points about informal coaching...
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...Practice: The history of research regarding leadership theory and practice is expansive, and has evolved extensively over the past one hundred years. Currently, leadership theory takes two forms: assigned leadership and emergent leadership. Assigned leadership is based on a formal title or position within an organization. These leaders have positional power. Positional power is “the influence capacity a leader derives from having higher status than the followers.” (Northouse, 2012, p. 10) Positional power can come in the form of legitimate, reward, and/or coercive power. As an example, a school principal has more power than a vice principal or a teacher because of the position that he/she holds within the school. In contrast to assigned leadership, emergent leadership is not based on a formal title or position, but rather results from what one does and the ways in which one acquires support from followers. These leaders have personal power. Personal power is granted from followers “when leaders act in ways that are important to followers.” (Northouse, 2012, p. 10) Personal power can come in the form of referent or expert power. A principal who is well-liked and is seen as knowledgeable, and both a good school manager and instructional leader may have personal. There are two major viewpoints regarding emergent leadership: trait and process leadership. “The trait viewpoint conceptualizes leadership as a property or set of properties possessed in varying degrees by...
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...Describe the following theories of motivation. a. Traditional theory encourages workers to maximize productivity in order to reap the benefits of the system, and this benefits the business too as it leads to increased productivity. It is thus necessary that management must streamline and break down the process that their employees are tasked to do into a series of small tasks which can be completed efficiently. Work is then paid according to the productivity of each employee rather than a set wage for the day. b. Need hierarchy theory proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order. His premise is that only an unsatisfied need can influence behavior; a satisfied need is not a motivator. In his theory, Maslow identified five levels of human needs; First, Physiological needs which involves the rest and refreshment breaks, physical comfort on the job and reasonable work hours. Second, Safety needs which involves safe working condition, job security and base compensation and benefits. Third, Social needs which involves friendly coworkers, interaction with customer and pleasant supervisor. Fourth, Esteem needs which involves responsibility of an important job, promotion to higher status and praise and recognition from boss. Lastly, Self-actualization needs which involves creative and challenging work, participation in decision making and job flexibity and autonomy. c. Achievement-power-affiliation theory recognizes that...
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...opportunity for changes. | 2. Approaches a. The qualities or traits approach * Leaders are born and not made! * It focuses attention on the man or woman in the job and not on the job itself, attention is given to the selection of leaders rather than to training for leadership. * Limitations: * There is bound to be some subjective judgement in determining who is regarded as the good or successful leader. * The lists of possible traits tend to be very long and there is not always agreement on the most important. * It ignores the situation factors. b. The functional (or group) approach * View leadership on terms of how the leader’s behavior affects, and is affected by, the group of followers. * Concentrate on nature of group, the followers and subordinates. * Believe that the skills of leadership can be learned, developed and perfected. c. Leadership as a behavioural category * Attention to the kinds of behavior of people in leadership situations * The focus was in the effects of leadership style in group performance *...
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...Pfeiffer University Abstract Servant leadership is a distinct leadership concept and needs further studying. It is a unique leadership philosophy that places the followers as the top priority. The attitudes, dimensions, characteristics, and virtues of a servant leader in the discussed publications all have shared themes. Self-interest of the servant leader is not important and does not motivate this type of leader. The motivation of the servant leader focuses on the needs of others. Honesty and integrity are held in high regard with this leadership style. Communication and listening are key components in engaging those they serve. Teaching, delegation, and guiding are the method in which the servant leader develops and empowers their followers. Servant leadership is a concept that must be adopted by the organization as a whole to have the intended impact. Servant Leadership: A Philosophy and Set of Leadership Practices Servant leadership is both a modern leadership philosophy and a set of leadership practices. The term servant leadership was created by Greenleaf in "The Servant as Leader” in 1970. In Greenleaf’s publication, he defined servant leadership as “The servant-leader is servant first” (Greenleaf, 2002, p. 29). This type of leader has a natural desire to serve and aspire their followers to lead. (Greenleaf, 2002). This philosophy has gained much attention over the past few decades. In better understanding of how this philosophy differs from other...
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...and controls the behavior and work of the subordinates to accomplish the organizational goals. It is an unique combination of some qualities that transforms potentials to reality. Leadership acts as the catalyst that makes all other elements work together. Without leadership, all other resources of a concern remain dormant. Characteristics of Leadership Leaders and leaderships are in every level of an organization. There are some generally known qualities of leaders but some unique characteristics make them great leaders. The characteristics include - Dedication: Dedication means spending whatever time or energy is needed to complete the task in hand to proceed towards the goal. By setting an excellent example, a leader can show the followers that one must do whatever it takes to achieve something great. Flexibility: Not everything goes as per the plans. Sometimes, the competitors change their tactics, the Government may force new regulations on business, inflation may take place. A leader should have the adaptability to take things normally and be flexible to handle situations easily. Communication Skills: A leader should be a great listener and a speaker also. A good leader can communicate with all his subordinates. Great leaders show their strengths and personal character through communication with the employees and empower them. Confidence: A leader must possess confidence, courage, tenacity and patience. Sometimes the situation becomes worse and plans do not work...
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...follow a compelling mission, to find a reason for being, and to discover one’s purpose. A great leader is one who is able to provide a mission, offer motivation, and exude purpose (Hesselbein & Cohen, 1999). The ultimate leader is about the ability to lead followers in a way that provides support, inspiration, and admiration. The following paper will illustrate ultimate leadership with Mohandas Ghandi as the model. Power and influence will be explained as fundamental components of effective leadership. Examples of operative leadership values and traits will be provided. Foundational to leading others is a certain behavior characteristic in the ultimate leader. This paper will explain how followers reacted to Ghandi’s type of leadership, as well as the effects. Ghandi was a spiritual leader of India, yet his leadership penetrated throughout the world. Ghandi, the Ultimate Leader ‘Imitation is the sincerest flattery’ is one of Ghandi’s famous quotes. Honored as the Father of the Nation, Ghandi was a renowned spiritual leader in India and a leading advocate for non-violence. His ability to lead was accomplished using non-violence to achieve his goals. He was an inspirational leader fighting for anti-discrimination. His weapon of choice was his outstanding leadership. His strength shined through innate power and influence, sincere leadership traits, values, and behaviors. Ghandi was known as a man of integrity (Bilgrami, 2001). Ghandi’s innate ability...
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