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Chapter-17 Leadership and motivationChapter-17 Leadership and motivation concepts of leadership, the difference between concepts of leadership, the difference between

leadership and management, the theories of leadership and management, the theories of leadership, and the importance of delegation in leadership, and the importance of delegation in leadership and motivation: leadership and motivation:

17.1 17.1 The nature of leadershipThe nature of leadership

17.2 17.2 Leadership theoriesLeadership theories

17.3 17.3 DelegationDelegation

17.4 17.4 Defining motivation Defining motivation

17.5 17.5 Motivational theories Motivational theories

17.6 17.6 Defining needsDefining needs

17.7 17.7 Motivation techniquesMotivation techniques

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17.1–THE NATURE OF LEADERSHIP17.1–THE NATURE OF LEADERSHIP Performance of the so-called ‘born leader’ can Performance of the so-called ‘born leader’ can

be improved by training, and mediocre leaders be improved by training, and mediocre leaders can learn to become good leaders.can learn to become good leaders.

Natural circumstances often create leader (e.g. Natural circumstances often create leader (e.g. onset of a fire)onset of a fire)

In industrial situations, the activity of the leader In industrial situations, the activity of the leader must be sustained.must be sustained.

Leaders especially if they are also managers, Leaders especially if they are also managers, are perceived in different ways depending on are perceived in different ways depending on their position within an organization (e.g. class their position within an organization (e.g. class advisor to the chairman)advisor to the chairman)

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Leader Leader ↔ ↔ ManagerManager If the manager is an ineffectual leader then an informal If the manager is an ineffectual leader then an informal

leader will spring up, creating a team within a teamleader will spring up, creating a team within a team ManagersManagers have the authority of their formal position have the authority of their formal position

(power given by the company) (power given by the company) ↔ ↔ LeadersLeaders have the authority of their influence (power have the authority of their influence (power

given by the team members)given by the team members) Good leaders are not necessarily good managers, Good leaders are not necessarily good managers,

although they may be very good at inspiring the team although they may be very good at inspiring the team ↔ ↔ Good managers, on the other hand, are usually good , on the other hand, are usually good leaders, since leadership skill is one of the fundamental leaders, since leadership skill is one of the fundamental requirement of management requirement of management

Leaders are part of the team (that is, they are insiders), Leaders are part of the team (that is, they are insiders), although they are different from the other team although they are different from the other team members, being their nominated leader members, being their nominated leader ↔ ↔ Managers will be ‘outside’ their teamManagers will be ‘outside’ their team

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Leader Leader ↔ ↔ ManagerManager

LeadersLeaders do not always set out consciously to be the do not always set out consciously to be the leader of the team; they are elected by the team leader of the team; they are elected by the team members.members.

ManagersManagers become managers by design. become managers by design. ManagementManagement is a profession. is a profession. leadershipleadership is not a profession. is not a profession. A A leaderleader inspires the team to achieve its goals; inspires the team to achieve its goals; a a mangermanger can only help the team by traditional methods. can only help the team by traditional methods. ManagersManagers concentrate on achieving goals or tasks, concentrate on achieving goals or tasks,

which are relatively short term targets with a defined which are relatively short term targets with a defined beginning and a measurable end result. beginning and a measurable end result.

LeadersLeaders, on the other hand, give the team its purpose, , on the other hand, give the team its purpose, enabling it to understand why it exists as a team. enabling it to understand why it exists as a team.

The purpose or mission of the team must also be clearly The purpose or mission of the team must also be clearly defined: A good leader, like a good manager, works defined: A good leader, like a good manager, works through the team to achieve its goals or aims.through the team to achieve its goals or aims.

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17.2 Leadership theories17.2 Leadership theoriesThe leadership traits (personality) theoryThe leadership traits (personality) theory:: one of the earliest theories on leadershipone of the earliest theories on leadership people are born with leadership qualities, and people are born with leadership qualities, and

that leadership cannot be acquiredthat leadership cannot be acquired also known as the Natural Leader Theoryalso known as the Natural Leader Theory If one could identify the key leadership traits, If one could identify the key leadership traits,

then this could be used for the selection process then this could be used for the selection process of future leaders of future leaders

These traits should be situation-independentThese traits should be situation-independent four groups of traits for a leader; physical, four groups of traits for a leader; physical,

personality, character and intellectual personality, character and intellectual Researchers also claimResearchers also claim that there was very little that there was very little

correlation between traits and leadership correlation between traits and leadership

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Organizations aims need to be balanced with Organizations aims need to be balanced with those of teamsthose of teams

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17.2 Leadership theories17.2 Leadership theories

The situation leader theoryThe situation leader theory:: Leaders are selected as a result of the situation Leaders are selected as a result of the situation

rather than the personality of the leader rather than the personality of the leader People follow a leader if they perceived that by People follow a leader if they perceived that by

so doing they will achieve their personal aims in so doing they will achieve their personal aims in any given situation any given situation

The situational leader theory generally confirms The situational leader theory generally confirms and accounts for the fact that managers and accounts for the fact that managers performance as leaders depends on the performance as leaders depends on the environment as much as on their personal environment as much as on their personal qualities, but it is not very helpful in assisting qualities, but it is not very helpful in assisting with the selection process for new leaders with the selection process for new leaders

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Leadership StylesLeadership StylesOne dimensional: One dimensional: whether the leader adopts an autocratic or a whether the leader adopts an autocratic or a

democratic styledemocratic style In autocratic style the leader is outside the group and In autocratic style the leader is outside the group and

leads it from that positionleads it from that position In a democratic style leader acts like a team member, In a democratic style leader acts like a team member,

although departed from it by virtue of being its leaderalthough departed from it by virtue of being its leader

The two-dimensional model The two-dimensional model A Managerial Grid which could be used to A Managerial Grid which could be used to

identify and measure leadership behavior. identify and measure leadership behavior. Figure 17.3 (Concern for people on one axis and Figure 17.3 (Concern for people on one axis and for the organization on the other axis)for the organization on the other axis)

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The managerial GridThe managerial Grid

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17.3 Delegation17.3 Delegation When a task is usually allocated to a When a task is usually allocated to a

subordinate the manager retains responsibility subordinate the manager retains responsibility and requires frequent interaction with the and requires frequent interaction with the subordinate as the task progressessubordinate as the task progresses

A continuous process which occurs all the time, A continuous process which occurs all the time, leaders often not being aware that they are leaders often not being aware that they are delegating something delegating something

Essential if the leader is to operate efficientlyEssential if the leader is to operate efficiently Mangers who cannot delegate will often be Mangers who cannot delegate will often be

heard to say :heard to say : ‘‘if you want it done properly, do it yourself’ if you want it done properly, do it yourself’

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Delegation meansDelegation means Giving to subordinates some of their own responsibility, Giving to subordinates some of their own responsibility,

usually for specific tasks and relevant decisions. usually for specific tasks and relevant decisions. Giving subordinates sufficient authority to match the Giving subordinates sufficient authority to match the

responsibility which has been delegated, to help them responsibility which has been delegated, to help them achieve the agreed targets. Boundaries may be set on achieve the agreed targets. Boundaries may be set on the authority, for example, financial limits.the authority, for example, financial limits.

Ensuring that subordinates accept accountability for Ensuring that subordinates accept accountability for success or failure of the organization for all activities success or failure of the organization for all activities under them. under them.

Being available to help with advice if called on by Being available to help with advice if called on by subordinates. subordinates.

It is important to appreciate that managers have not It is important to appreciate that managers have not abdicated their responsibility, only delegated it. abdicated their responsibility, only delegated it.

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Task levels to be delegatedTask levels to be delegated1.1. Leaders instruct subordinates to do the task Leaders instruct subordinates to do the task

but to check with them before taking any but to check with them before taking any decisions. decisions. This is not really delegation but task This is not really delegation but task allocation. allocation.

2.2. Leaders instruct subordinates to do the task Leaders instruct subordinates to do the task and to keep them fully informed. and to keep them fully informed.

3.3. Leaders request subordinates to carry out the Leaders request subordinates to carry out the task, holding weekly reviews with them.task, holding weekly reviews with them.

4.4. Leaders delegate the task and say Leaders delegate the task and say ‘‘let me know if I can help’let me know if I can help’

5.5. Leaders abdicate the task by saying: Leaders abdicate the task by saying: ‘‘Here you are; do this and let me know when Here you are; do this and let me know when

finished’finished’

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The delegation process The delegation process Analyze all the jobs that need to be done and decide; Analyze all the jobs that need to be done and decide;

which can be delegatedwhich can be delegated Out of the jobs that can be delegated, decide on which Out of the jobs that can be delegated, decide on which

tasks will be kept and which will be delegated and to tasks will be kept and which will be delegated and to whomwhom

Analyze the subordinates who will receive these tasks, to Analyze the subordinates who will receive these tasks, to determine: whether they require any special training or determine: whether they require any special training or coachingcoaching

Agree the content and expected results of the delegated Agree the content and expected results of the delegated task with the subordinate. Often delegation can be in task with the subordinate. Often delegation can be in stagesstages

Delegate the task and trust in the subordinate to achieve Delegate the task and trust in the subordinate to achieve the agreed objectives. However, be available so as to the agreed objectives. However, be available so as to discreetly monitor progress and to provide help if asked. discreetly monitor progress and to provide help if asked. Considerable tact is needed to help without interferingConsiderable tact is needed to help without interfering

If the subordinate achieves the results then provide If the subordinate achieves the results then provide reward reward

If the subordinate fails, treat it as a learning exercise If the subordinate fails, treat it as a learning exercise

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17.4 Defining motivation17.4 Defining motivation MotivationMotivation: A motivating force; incentive: A motivating force; incentive

a force which excites and drives a person to actiona force which excites and drives a person to action It is subjective and qualitative, rather than objective It is subjective and qualitative, rather than objective

and quantitativeand quantitative

Motivation varies with time (for example the age Motivation varies with time (for example the age of the person) and not logical entity. of the person) and not logical entity.

There are two main types of motivation driver:There are two main types of motivation driver: Primary motivation drivers, which are instinctive Primary motivation drivers, which are instinctive

(natural), such as hunger, thirst, pain.(natural), such as hunger, thirst, pain. Secondary motivation drivers, which are learned, for Secondary motivation drivers, which are learned, for

example that certain behavior gives pleasure. example that certain behavior gives pleasure.

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Motivation and Performance Motivation and Performance Every action has a positive and a negative factor Every action has a positive and a negative factor

associated with it. associated with it. The positive and negative factors associated with an The positive and negative factors associated with an

action will vary from person to person. action will vary from person to person. Performance on a job is determined by several factorsPerformance on a job is determined by several factors

Ability related to the task to be done. (influenced by training)Ability related to the task to be done. (influenced by training) Availability of support tools. Availability of support tools. The organizational environment. Several factors are involved:The organizational environment. Several factors are involved:

such as the communications within the company; the personal such as the communications within the company; the personal relationships within the team; the quality of the team leader relationships within the team; the quality of the team leader (manager); the recognition received for good performance; and job (manager); the recognition received for good performance; and job securitysecurity

Clearly defined missions and goals, so the person knows what is Clearly defined missions and goals, so the person knows what is expected and can measure progressexpected and can measure progress

Motivation on the job. This is probably the most important factor, Motivation on the job. This is probably the most important factor, since if the person is not motivated to achieve then no amount of since if the person is not motivated to achieve then no amount of training or support tools will result in good performancetraining or support tools will result in good performance

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Motivation & PerformanceMotivation & Performance

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17.5 Motivational theories17.5 Motivational theoriesMonetary gain is not always a major motivational factorMonetary gain is not always a major motivational factor Need-Hierarchy model of motivationNeed-Hierarchy model of motivation: : five levels of needfive levels of need::1.1. Psychological needsPsychological needs, which are the basic needs such as , which are the basic needs such as

hunger, thirst and the need for shelterhunger, thirst and the need for shelter2.2. Safety needsSafety needs; such as the need for protection from ; such as the need for protection from

threats and danger. threats and danger. 3.3. Social needsSocial needs; This can take many forms, such as (1) the ; This can take many forms, such as (1) the

need to belong to a group; (2) acceptance by one’s need to belong to a group; (2) acceptance by one’s peers as their equal; and (3) the giving and receiving of peers as their equal; and (3) the giving and receiving of affection (care)affection (care)

4.4. Esteem needsEsteem needs; (1) the need to develop self-confidence ; (1) the need to develop self-confidence and to achieve, (2) the need for status and recognition and to achieve, (2) the need for status and recognition from others. from others.

5.5. Self-actualization needsSelf-actualization needs; the need for continual self-; the need for continual self-development, and the realization of one’s own potential. development, and the realization of one’s own potential.

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Need-Hierarchy model of motivationNeed-Hierarchy model of motivation

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Motivational theoriesMotivational theories

hierarchy of needshierarchy of needs1.1. A higher level need only arises when the ones below it A higher level need only arises when the ones below it

are satisfiedare satisfied2.2. A satisfied need no longer dominates an individual’s A satisfied need no longer dominates an individual’s

behaviors; the next higher need takes over behaviors; the next higher need takes over 3.3. An unsatisfied need acts as a motivator. Lower level An unsatisfied need acts as a motivator. Lower level

needs can be satisfied but higher level needs such as needs can be satisfied but higher level needs such as the need for continual self-development are never the need for continual self-development are never completely satisfied completely satisfied

It is important to appreciate that in reality needs vary It is important to appreciate that in reality needs vary with individualswith individuals

Lower level needsLower level needs, if absent, create dissatisfaction and , if absent, create dissatisfaction and if present do not create satisfaction. if present do not create satisfaction. Higher level needsHigher level needs, , if absent, do not create satisfaction but also do not if absent, do not create satisfaction but also do not create dissatisfaction. create dissatisfaction. Therefore two processes are Therefore two processes are needed to minimize dissatisfaction and to maximize needed to minimize dissatisfaction and to maximize satisfactionsatisfaction

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Motivational theoriesMotivational theories

Motivators are controlled by subordinates themselves, Motivators are controlled by subordinates themselves, for example, job satisfactionfor example, job satisfaction

True motivation therefore arises from doing things which True motivation therefore arises from doing things which can be controlled by oneself rather than having it can be controlled by oneself rather than having it bestowed form abovebestowed form above

People are often classified as hygiene seekers and People are often classified as hygiene seekers and motivation seekers. motivation seekers. Table 17.1Table 17.1. However, most of the . However, most of the people exhibit a combination of both characteristics, people exhibit a combination of both characteristics, although there may be a predominance of one although there may be a predominance of one

if people perceive that there is very little chance of if people perceive that there is very little chance of success then they will not be motivated to do the task success then they will not be motivated to do the task

Maximum motivation is obtained when people want to Maximum motivation is obtained when people want to attain the goals and feel that they control the means for attain the goals and feel that they control the means for achieving these achieving these

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Motivational theoriesMotivational theories

David Mc Clelland (1961) postulated that each person is David Mc Clelland (1961) postulated that each person is motivated by one of three needs:motivated by one of three needs:

1.1. Need for powerNeed for power, where a person is motivated by , where a person is motivated by influencing others. For this person exercising power is influencing others. For this person exercising power is more important than achieving goalsmore important than achieving goals

2.2. Need for affiliationNeed for affiliation, where the person is motivated by , where the person is motivated by the need for social intercourse and the need to belong the need for social intercourse and the need to belong to a group to a group

3.3. Need for achievementNeed for achievement, where the personas motivated , where the personas motivated by the need to meet goalsby the need to meet goals

People do not fall neatly into one or other of these three People do not fall neatly into one or other of these three groups. The degree to which these three needs, or groups. The degree to which these three needs, or motives, affect a person’s behavior varies with the motives, affect a person’s behavior varies with the person’s personality and with past experience person’s personality and with past experience

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17.6 Defining needs17.6 Defining needs The motivational needs of professional people include The motivational needs of professional people include

many of those which are common to other workers. many of those which are common to other workers. However, some factors, such as However, some factors, such as pay and benefitspay and benefits, , although still important, have less impact on professional although still important, have less impact on professional employees employees

Motivation varies with success probability. Motivation varies with success probability. If the task is impossible to achieve (zero probability of success) If the task is impossible to achieve (zero probability of success)

then motivation to do the task is lowthen motivation to do the task is low If success is certain, no matter what is done (unit probability of If success is certain, no matter what is done (unit probability of

success) then again motivation is lowsuccess) then again motivation is low In-between these two extremes there is an optimum probability In-between these two extremes there is an optimum probability

of success, which results in a maximum motivation factorof success, which results in a maximum motivation factor Professionals, Professionals, as common with most other employeesas common with most other employees, also , also

desire variety in their work. In addition there should be desire variety in their work. In addition there should be scope for self-expression and creativity. It is important scope for self-expression and creativity. It is important that the employee learns and acquires new skills in that the employee learns and acquires new skills in performing tasks performing tasks

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Variation of motivation & Success ProbabilityVariation of motivation & Success Probability

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Defining needsDefining needs

Most professionals like to make their own Most professionals like to make their own decisions and to choose the work methods for decisions and to choose the work methods for achieving their tasks based on their experience, achieving their tasks based on their experience, skills and knowledge. skills and knowledge.

All professionals are usually very proud of their All professionals are usually very proud of their profession and take pride in adopting a profession and take pride in adopting a professional approach in their work, and in professional approach in their work, and in associating with other training periods. associating with other training periods. Motivation is highest when this is being done as Motivation is highest when this is being done as part of their work part of their work

Recognition of achievements: They are proud of Recognition of achievements: They are proud of their achievements and require recognition from their achievements and require recognition from peers, their managers and from other peers, their managers and from other professionals within industry. This recognition professionals within industry. This recognition will lead to further effort and higher performance. will lead to further effort and higher performance.

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Recognition-Performance SpiralRecognition-Performance Spiral

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17.7 Motivation techniques17.7 Motivation techniques In order to motivate staff effectively, a manager or team In order to motivate staff effectively, a manager or team

leader must understand the needs of subordinates and leader must understand the needs of subordinates and ensure that ….. ensure that …..

Several considerations must be taken into account in Several considerations must be taken into account in motivating staff: motivating staff:

Financial reward is usually the first to be considered, is usually the first to be considered, although, it is not the most important motivational factor. although, it is not the most important motivational factor. But, of course, it is often considered as a mark of status, But, of course, it is often considered as a mark of status, meeting the esteem needs of employees and also acting meeting the esteem needs of employees and also acting as recognition of success. Usually this is best done soon as recognition of success. Usually this is best done soon after the event after the event

Financial techniques, that have been applied to promote , that have been applied to promote motivation, such as incentive payments, profit sharing motivation, such as incentive payments, profit sharing schemes and bonuses, may be ineffective if considered schemes and bonuses, may be ineffective if considered to be part of the normal financial package of the to be part of the normal financial package of the employee. employee.

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Motivation techniquesMotivation techniques

Working conditionsWorking conditions: … can act as a dissatisfaction : … can act as a dissatisfaction preventer rather than as motivator … as working space preventer rather than as motivator … as working space is one of the most visible signs of status is one of the most visible signs of status

Job securityJob security is an important demotivator, although in is an important demotivator, although in certain circumstances it can act as a powerful short-term certain circumstances it can act as a powerful short-term motivator ... motivator ... negative incentivenegative incentive

Managers should normally do all they can; to assure Managers should normally do all they can; to assure their staff of job security their staff of job security

The working environment must meet the social needs of The working environment must meet the social needs of employeesemployees

Communications at all levels of the organization must be Communications at all levels of the organization must be effective effective

Managers and team leaders must make time to listen to Managers and team leaders must make time to listen to grievances and to talk to their staff grievances and to talk to their staff

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Motivation techniquesMotivation techniques

Managers must provide recognition for high performers Managers must provide recognition for high performers … should ensure that peers know about the … should ensure that peers know about the achievement … Their families may also be involvedachievement … Their families may also be involved

Manager must be prepared to help subordinates, even if Manager must be prepared to help subordinates, even if it means promoting them out of the departmentit means promoting them out of the department

Subordinates must also be encouraged to publish Subordinates must also be encouraged to publish professional papers and taking part in conferences professional papers and taking part in conferences

Many professionals seek power to influence others. The Many professionals seek power to influence others. The manager can satisfy this need in several ways, such as manager can satisfy this need in several ways, such as making them responsible for a task force on a specific making them responsible for a task force on a specific topic … (proctors)topic … (proctors)

To the professionals, work and its content are important. To the professionals, work and its content are important. The manager’s task is to enrich the job as much as The manager’s task is to enrich the job as much as possible, making subordinates responsible for possible, making subordinates responsible for meaningful tasks and giving them total responsibility .meaningful tasks and giving them total responsibility .