MODULE 5 - MOTIVATION AND LEADERSHIP

Quadrant 2

Animations:

1. 4 Drives - A simple Story About Motivating Employees

http://www.slideshare.net/kurtnelson/4-drives-a-simple-story-about-motivating-employees

2. A story about motivation http://www.citehr.com/39677-story-about-motivation.html

3. Put the glass down today http://motivationalanecdote.blogspot.in/

4. The Zen Leader Animated http://www.youtube.com/watch?v=W7Oc8Nob2qg

Visuals:

1. Leadership visual https://www.google.co.in/search?q=leadership+visual&tbm=isch&tbo=u&source=univ&sa=X&ei=6pSPUq28N46zrgeG7ICABw&ved=0CDgQsAQ&biw=1092&bih=507

Illustrations:

1. Leadership https://www.google.co.in/search?q=leadership+animation&tbm=isch&tbo=u&source=univ&sa=X&ei=MJGPUqSkCIGzrgeg5YCgCg&sqi=2&ved=0CC0QsAQ&biw=1092&bih=507

2. Leadership Body Language http://www.youtube.com/watch?v=FocbzSag7qg

3. Leadership Styles http://www.youtube.com/watch?v=hPfRKu05bkQ

4. Motivation illustration https://www.google.co.in/search?q=motivation+cycle+illustration&tbm=isch&tbo=u&source=univ&sa=X&ei=BZaPUqnwB8G4rAf32IGIAQ&sqi=2&ved=0CCgQsAQ&biw=1092&bih=507#q=motivation+illustration&tbm=isch

5. Drive: The surprising truth about what motivates us

http://www.youtube.com/watch?v=u6XAPnuFjJc

6. Motivation illustration http://www.canstockphoto.com/illustration/motivation.html

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Video demonstrations:

1. Leaders everywhere: A conversation with Gary Hamel

http://www.mckinsey.com/insights/organization/leaders_everywhere_a_conversation_with_gary_hamel

2. The puzzle of Motivation http://www.ted.com/talks/dan_pink_on_motivation.html

3. How great leaders inspire action http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

4. Rising to the Challenge: A Conversation with Robert C. Maybery, Global Business Advisor

http://www.youtube.com/watch?v=wvybgXJcggk&feature=youtu.be

5. Maslow Motivation Theory https://www.youtube.com/watch?v=gRiCH8CXHvw

6. Herzberg's theory of motivation theory

https://www.youtube.com/watch?v=G82cam3CmLw

7. McGregor's Theory X and Theory Y

https://www.youtube.com/watch?v=yR03d9gN1nw

8. Leadership Tips https://www.youtube.com/watch?v=ptKNVsf7b9Y

9. What is Good Leadership? https://www.youtube.com/watch?v=Ve1LsqxIA04

Documentaries:

1. What motivates people. http://vimeo.com/40983845

2. Motivation and Emotion http://www.learner.org/series/discoveringpsychology/12/e12expand.html

3. Employee engagement http://www.lynda.com/Business-Business-Skills-tutorials/Motivating-Engaging-Employees/137886-2.html

4. Understanding what motivates and engages employees

http://www.lynda.com/Business-Business-Skills-tutorials/Understanding-what-motivates-engages-employees/137886/151202-4.html?w=0

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Quadrant 3

Questions:

Answer the following Questions on your own (Indicative/brief answers are provided at the end of the module):

1. Explain McClelland’s theory of needs. How should the job be designed to motivate managers with these needs?

2. Define learning. When can you say learning has taken place in an employee?

3. What do you understand by fixed-interval and fixed-ratio reinforcement schedules? What are their likely impacts on the behaviour of employees?

4. What is leadership? Distinguish between Managers and Leaders

5. How are leadership theories classified? What do they emphasize on?

6. Distinguish between motivators and motivation.

7. Describe with the help of a sketch, Abraham Maslow’s ‘Hierarchy of needs’ theory. What are its limitations?

8. Explain Frederick Herzberg’s Two-factor theory and contrast it with Maslow’s Hierarchy of needs.

9. Explain Hersey and Blanchard’s Situational leadership model

10. What is Managerial Grid? Discuss the 5 leadership styles indicated in it

11. List the key components of effective leadership

12. Explain how an individuals behaviours reflect largely his/her tension resolving actions

13. Explain the Leadership styles based on the use of authority

14. Explain R. Tennenbaum and Schimdt’s theory of Leadership style as a Continuum

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Quizzes:

(Solutions are provided at the end of the module):

A. Choose the Appropriate Answer:

1. The force that originates both within as well as beyond an individual’s being, to initiate work-related behaviour, to determine its form, direction, intensity and duration is known as

a) Latent motivation

b) Work motivation

c) Managerial motivation

d) Mental preparedness

2. As per the Equity theory, when an employee perceives himself in inequity situation, he is expected to respond by

a) Manipulating his inputs

b) Changing his output

c) Undergoing stress

d) All the above

3. The two factors in Herzberg’s Two-factor theory are:

a) Hygiene and Motivation

b) Security and Esteem

c) Hygiene and Security

d) Motivation and Esteem

4. In a ‘Managerial Grid’, Cell (9,1) represents:

a) High concern for people, Low concern for production

b) High concern for people, High concern for production

c) Low concern for people, Low concern for production

d) Low concern for people, High concern for production

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5. Seeking to grow to one’s full potential is the need for:

a) Self-actualization

b) Esteem

c) Security

d) Social

6. Self actualization and esteem needs of Maslow’s theory can be related to:

a) Maintenance factors of Herzberg’s theory

b) Hygiene factors of Herzberg’s theory

c) Individual’s behaviour in McGregor’s theory X

d) Motivators in Herzberg’s theory

7. Which of the following needs the Legend Bismillah Khan was trying to meet towards the end?

a) Esteem

b) Money

c) Self-actualization

d) Security

8. Performance appraisal means:

a) Determining what an employee should perform

b) Rewarding the employee’s performance

c) Evaluating the performance of an employee

d) None of the above

9. Which of the following is not necessarily a major source of power?

a) Money

b) Knowledge

c) Nationality

d) Position

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10. Autocratic leader:

a) Consults his subordinates while making decisions

b) Asks his subordinates to make decisions

c) Does not consult his subordinates while making decisions

d) Goes by majority rule while making decisions

11. McGregor’s Theory X believes that people:

a) Are inherently creative

b) Seek responsibility

c) Are self-directed & self controlled

d) Are lazy and avoid work

12. Which of the following is not true?

a) Motivation causes goal oriented activity

b) Satisfaction is the contentment experienced when a want is met

c) Goal activity precedes goal-oriented activity

d) Desires and needs serve as motivators

13. Democratic leader:

a) Consults his subordinates while making decisions

b) involves his subordinates while making decisions

c) Goes by majority rule while making decisions

d) All the above

14. In a ‘Managerial Grid’, Management with style (1,1) is called:

a) Impoverished management

b) Team management

c) Autocratic task management

d) Country club management

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15. Hygiene factors in Two-factors theory:

a) Prevent dissatisfaction

b) Create confusion in organization

c) Motivate employees

d) Keep the factory clean

16. R in ERG theory refers to …………….

a) Responsibility

b) Relatedness

c) Ratio

d) Reasoning

17. According to expectancy theory, motivation is a product of effort, instrumentality and …………

a) Valence

b) Responsibility

c) Affiliation

d) Value

18. ‘Hierarchy of needs’ was postulated by:

a) Abraham Lincoln

b) Abraham Maslow

c) John Abraham

d) Mc Gregor

19. Mc Gregor’s Theory Y believes that people:

a) Enjoy work as they enjoy play

b) Don’t seek responsibility

c) Have no self direction or control

d) Are less imaginative

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20. Which of the following is the lowest level of need as per Abraham Maslow?

a) Security

b) Self actualization

c) Physiological

d) Social

21. Good leadership needs

a) Ability to motivate

b) Ability to communicate

c) Ability to emphathize

d) All the above

B. State Whether True or False:

1. The theory proposes that individuals who perceive themselves as either under-rewarded or over-rewarded relatives to co-workers will experience distress, and that this distress leads to efforts to restore balance within the relationship is Equity theory

2. ERG theory is propounded by Victor Vroom

3. Self-actualization needs are the highest level of needs as per Hierarchy of Needs theory

4. ‘Responsibility’ is one of the elements that contribute to Hygiene factors as per Herzberg’s Two-factors theory

5. The way the needs for achievement, power, and affiliation affect the actions of people from a managerial context was explained by McClelland’s need theory

6. Instrumentality is the belief of an individual that he/she will receive a reward if the performance expectation is met

7. Motivational force is given as the product of Expectancy, Responsibility, and Valence

8. There is a general positive relationship between goal difficulty and performance except for extremely difficult goals beyond one's ability

9. Maslow’s hierarchy of needs theory is based on a thorough research

10. R. Tennenbaum and Schimdt theorized leadership as a continuum

11. Situational leadership model was proposed by Hersey and Blancard

12. Theories that attempt to explain specific styles used by effective leaders are known as behavioural theories of leadership

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C. Fill in the Blanks with Appropriate Words:

1. Reinforcement of the behaviour is done through rewarding the desired behavior at uniform intervals of time is known as …………………….. schedule

2. Rewards are given after a fixed number of desirable responses are shown is known as ………… schedule

3. When reinforcements are given after an unpredictable number of responses, it is known as ……………… schedule

4. The assumption that an individual inherently dislikes work reflects the perspective of theory ……………

5. ‘Imagination, ingenuity and creativity are widely distributed in the population’ is an assumption under theory ................

6. The leader who uses his power very little, but gives great freedom to his subordinates and depends on his subordinates for his goal setting has adopted ……… leadership

7. Any relatively permanent change in behaviour that occurs as a result of experience is known as …………..

8. ………………. style involves high concern to people and low concern to task

9. Theories that attempt to suggest the appropriate leadership style based on the leader, followers, and situation are called as ………………… theories

10. As per situational leadership theory, the best style of leadership recommended for a follower with high capability and high willingness to work is ………………….

D. Cross-word:

1 2 3 Left to Right

1. As per Maslow, ......... needs follow social needs

4 2. As per 2-factor theory, authority works as a ……..

3. ………… theory explains leadership in terms of leaders qualities

4. Expectancy theory was proposed by ………..

1 5. A relatively permanent change in behaviour that occurs as a result of experience is …… (Reverse)

2 Top to Bottom

1. The driving force for our behaviours

2. In Managerial grid, (1,1) style is ……......

4 3. Leader who doesn’t consult subordinates while making decisions is …….. in nature

4. …….. theory combines trait, behavioural and contingency theories of leadership 5

3

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Assignment: (Answer the following questions with the help of web course material in Quadrant 1 and Supplementary reading material in Quadrant IV)

1. Give the psychological and managerial perspectives of motivation

2. List the sources of motivational forces

3. Compare and contrast Maslow’s ‘hierarchy of needs’ theory, Alderfer’s ERG theory and Herzberg’s two-factors theory

4. Explain the job design approach to create motivation in employees

5. Explain the concepts advocated by the Victor Vroom’s Expectancy theory

6. What guidelines the Goal setting theory has to offer the manager who needs to determine the goals for his subordinates?

7. How does an unsatisfied need arouse psychological tension in a person?

8. Explain leadership styles based on: (i) the use of authority and (ii) the Managerial grid

9. Briefly explain the Motivation-Hygiene theory

10. Discuss the ingredients of leadership.

11. Explain the concepts of motives , goal activity and goal oriented activity

12. Explain McClelland’s needs theory of motivation

13. Distinguish between autocratic and democratic styles of leadership

14. Discuss the important styles of leadership

15. Explain how the concepts of motivation and leadership are related

16. How do you explain an authoritarian leader?

17. What is goal oriented activity?

18. What does equity mean in Adam’s Equity theory? What are its propositions?

19. List the typical inputs and outputs associated with an employee’s evaluation of equity

20. How employees may be expected to react if they perceive themselves in inequitable situations?

21. Why is the concept of motivation important for mangers?

22. Discuss the generic motivational strategies that help managers to achieve their objectives.

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On-line feedback through discussion forums:

1. Leadership forum http://leadership-forums.blogspot.in/

2. Releasing potential Energising people, teams, organisations and communities

http://releasingpotential.ning.com/forum/topic/listForTag?tag=leadership

3. NBR - Leadership Forum http://www.nbr.org/research/activity.aspx?id=74

Quadrant 4

Supplementary reading:

1. Theories and principles of motivation

http://www.unco.edu/cebs/psychology/kevinpugh/motivation_project/resources/graham_weiner96.pdf

2. Motivation and Productivity in the Workplace

http://www.westminstercollege.edu/myriad/index.cfm?parent=2514&detail=4475&content=4798

3. Employee motivation: Theory and Practice

http://www.accel-team.com/motivation/

4. Motivating people: Getting beyond money

http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money

5. Motivation in organizations http://courses.washington.edu/inde495/lece.htm

6. Motivation and motivation theory http://www.referenceforbusiness.com/management/Mar-No/Motivation-and-Motivation-Theory.html

7. Motivation Theories: Individual Needs

http://www.cliffsnotes.com/more-subjects/principles-of-management/motivating-and-rewarding-employees/motivation-theories-individual-needs

8. Situational leadership http://www.mc.edu/rotc/files/9213/1471/9571/MSL_202_L09b_Situational_Leadership.pdf

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Wiki development on the course/Other resources:

1. Motivation http://en.wikipedia.org/wiki/Motivation

2. Maslow’s hierarchy of needs http://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs

3. Need theory http://en.wikipedia.org/wiki/Need_theory

4. Expectancy theory http://en.wikipedia.org/wiki/Expectancy_theory

5. Theory X and Theory Y http://en.wikipedia.org/wiki/Theory_X_and_Theory_Y

6. Two- Factor theory http://en.wikipedia.org/wiki/Two-factor_theory

7. Need http://en.wikipedia.org/wiki/Need

8. Motivation http://edutechwiki.unige.ch/en/Motivation

Open content in the internet:

1. Emotion and motivation – video MIT OCW

http://ocw.mit.edu/courses/brain-and-cognitive-sciences/9-00sc-introduction-to-psychology-fall-2011/emotion-motivation/

2. Managing groups and teams/Motivation

http://en.wikibooks.org/wiki/Managing_Groups_and_Teams/Motivation

Case studies:

1. Motivation – A short case study http://www.scribd.com/doc/21665169/Employee-Motivation-A-Short-Case-Study

2. A mini case study on Motivation http://leaderchat.org/2013/03/04/a-mini-case-study-on-motivation/

3. Cases relating to motivation http://home.ubalt.edu/tmitch/641/casemot.htm

4. Developing appropriate leadership styles A Tesco case study

http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/introduction.html#axzz2gSVg4RQS

5. Overcoming barriers to change - A Corus case study

http://businesscasestudies.co.uk/corus/overcoming-barriers-to-change/introduction.html#axzz2gSVg4RQS

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6. Creating a new way of working

based on trust – A Blue Circle Cement Case study

http://businesscasestudies.co.uk/blue-circle-cement/creating-a-new-way-of-working-based-on-trust/introduction.html#axzz2gSVg4RQS

7. Motivating and engaging employees for better business A Virgin Media case study

http://businesscasestudies.co.uk/virgin-media/motivating-and-engaging-employees-for-better-business/introduction.html#axzz2hEih8Cal

8. Motivational theory in practice at Tesco

http://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/introduction.html#axzz2khiXg4Ai

9. Motivation through Autonomy: A Case Study at a Japanese University

http://files.campus.edublogs.org/blog.nus.edu.sg/dist/7/112/files/2012/06/Motivation-through-Autonomy_editforpdf-1kzcmrk.pdf

10. Authentic leadership http://www.forbes.com/sites/kevinkruse/2013/05/12/what-is-authentic-leadership/

Anecdotal information:

1. A Story About Motivation http://blogs.hbr.org/2010/02/a-story-about-motivation/

2. Motivational stories http://great-motivational-stories.blogspot.in/

3. Feel motivated http://www.feelmotivated.com/

4. Inspirational/Moral stories http://academictips.org/blogs/category/inspirational-stories/

5. Leadership and 10 Great Leaders from History

http://www.industryleadersmagazine.com/leadership-and-10-great-leaders-from-history/

6. 13 Business Leaders Who Failed Before They Succeeded

https://www.openforum.com/articles/13-business-leaders-who-failed-before-they-succeeded/

7. The Real Leadership Lessons of Steve Jobs

http://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs/

8. How business can learn from great leaders in history

http://www.theguardian.com/money/2010/mar/13/business-learn-great-leaders-history

9. 50 Heavyweight Leadership Quotes

http://www.forbes.com/sites/ekaterinawalter/2013/09/30/50-heavyweight-leadership-quotes/

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Quotes on Motivation

1. "People often say that motivation doesn't last. Well, neither does bathing; that's why we recommend it daily."

- Zig Ziglar

2. "Some people will see the light only when they feel the heat."

- unknown

3. "There are two ways to get a car to move. You can push it from the outside or drive it from the inside. The problem with pushing is, once you quit pushing, the car stops."

- Peter Lord

4. "Where there's a will, there's a way. Where there's no will, there's no way."

- Bits & Pieces

5. A high jumper broke a track meet record in the event. A reporter asked, "How did you jump so high?" He answered, "I just threw my heart over the bar and my body followed it!"

- Kent Crockett

6. "One person with passion is better than forty who are merely interested."

- Thomas K. Connellan

Historical development:

1. Motivation: History of the Concept http://www.psych.nyu.edu/oettingen/Gollwitzer,%20P.%20M.,%20&%20Oettingen,%20G.%20(2002).%20Motivation.pdf

2. General Historical Overview of the Field of Motivation

https://www.msu.edu/~dwong/StudentWorkArchive/CEP900F01-RIP/Webber-MotivationOverview.htm

3. Motivation- Encyclopedia Britannica

http://www.britannica.com/EBchecked/topic/394212/motivation

4. Leadership Development: Past, Present, and Future

http://www.ccl.org/leadership/pdf/research/cclLeadershipDevelopment.pdf

5. Leadership Theories: A 20th Century History

http://www.infinitefutures.com/essays/publichealth/leadershiphtml/tsld002.htm

6. The History of Leadership Studies and Evolution of Leadership Theories

http://ecoggins.hubpages.com/hub/The-History-of-Leadership-Studies-and-Evolution-of-Leadership-Theories

7. A timeline of management and leadership

http://www.nwlink.com/~donclark/history_management/management.html

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MODULE 5 - MOTIVATION AND LEADERSHIP

Answers to Questions and Quizzes of Quadrant 3

Answers to Questions: Answers are only brief and indicative. Expand on them as appropriate.

1. This theory suggests that the three important needs namely, need for achievement, need for power, and need for affiliation adequately explain motivation.. Job design (responsibility, targets, authority, good working relationships, moderate risks, recognition, adequate supply of information for decision making, high esteem, quick feedback on performance, etc.) should be done keeping in view of these needs.

2. Learning: Any relatively permanent change in behaviour that occurs as a result of experience. Learning is said to have occurred when there is a change (good/bad), when the change is relatively permanent (sustained for long), when the change has occurred in knowledge, attitude and action or behaviour, and that change should have occurred through acquisition of knowledge or experience (self or otherwise).

3. Fixed interval: Reinforcement of the behaviour is done through rewarding the desired behavior at uniform intervals of time. Fixed ratio: Reinforcement of the behaviour is done through rewarding the behaviour after a fixed number of desirable responses are given. Expected impacts of these reinforcements shall be discussed.

4. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills Manager is a person with a formal title and authority (legitimate power to influence subordinates) whereas a leader is a person (manager or non-manager) who influences others through any of the sources of power (reward, coercive, referent, and expert powers).

5. Leadership theories are classified as follows: a) Trait theory of leadership: They attempt to explain the distinctive characteristics

accounting for leadership effectiveness. Their focus is to identify a set of physical and psychological traits characteristic of all successful leaders. Examples: Traits such as High energy, Appearance, Aggressive attitude, Persuasive ability, and Self-reliance.

b) Behavioural theories of leadership: They attempt to explain specific styles (behavious) used by effective leaders, or the nature of their work. These theories are an outcome of studies such as: (i) Ohio state studies, (ii) University of Michigan studies, (iii) Managerial grid and (iv) Scandinavian studies

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c) Contingency theories of leadership: Theseattempt to suggest the appropriate

leadership style based on the leader, followers, and situation. They are called Universal theories. Given the situational variables, they try to predict which traits and/or behaviors will result in successful leadership. These theories include: (i) Fiedler model, (ii) Situational leadership theory, (iii) Leader-Member exchange theory, and (iv) Path-goal theory.

d) Integrative theory of leadership: These theories attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader–follower relationships.

6. Motivators are the things that induce one to perform. Examples: money, food, reputation, power, etc. Motivation is the drive to satisfy a want or goal.

7. Maslow’s theory identified FIVE levels (types) of human needs. Maslow suggested that these needs form a hierarchy ascending from the lowest to the highest, and that once a lower level need is somewhat gratified the next higher level need emerges as dominant.

Levels (ascending)

Need Remarks

1 Physiological needs

Basic needs to be satisfied for an individual’s survival. Ex. Food, water, shelter, good air, etc. Until these are satisfied to a degree enough to maintain life, other needs are unlikely to be dominant and influential.

2 Security/Safety needs

These are needs to be free from the fear of: (i) physical danger and (ii) loss of property and health, security for basic needs, etc.

3 Social needs These are needs to be accepted by others. To be part of the community. They include affiliation, love, belongingness.

4 Esteem needs These are needs for power, prestige, status, self-confidence, etc. Need to be the centre of attraction in the community and to be a key person

5 Self-actualization needs

These are needs to become what one is capable of becoming, need to excel in the chosen area of work.

Self-

actualization d

Esteem needs

Social needs

Safety/security needs

Physiological needs

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Limitations:

° This theory is not based on research. It shows only the general pattern of stack-up of needs.

° This theory is not universally applicable, there are exceptions.

° Skipping of levels by an individual is not uncommon. i.e., an individual need not progress through all levels in a linear order.

° Often, an individual may slip back from a higher level need to a lower level need, if there is a threat to the lower-level need.

° One can be motivated by a higher level needs even when lower ones are yet to be gratified.

8. Frederick Herzberg’s ‘Motivation– Hygiene Theory’ or ‘Two Factor Theory’ This research showed that there exist two set of factors that influence people’s behavior. First set: Company policies, supervision, work environment, interpersonal relationships, salary, job security, etc. (mostly work environment related factors). Herzberg found that presence of these factors in a good measure in the work only resulted in a situation of no dissatisfaction to people, but cannot work as motivators to make them perform better. That is, if they exist as desired in the company environment, they yield no dissatisfaction, but lack of their existence leads to dissatisfaction. Hence, they are called Hygiene or Maintenance or Job contextual factors. Second set: Achievement, recognition, challenging work, advancement, growth in job, etc. (mostly job-related factors). ). Herzberg found that presence of these factors in a good measure in the work provided satisfaction to people and hence motivated them to perform better. Hence, these factors are called as Motivational factors. Although fist set of factors do not play any role in motivation, they must be present in order to prevent dissatisfaction. Over and above the first set of factors, the presence of second factors motivates people to contribute better. Hence, it is necessary focus up on job content also while designing the job. Relationship between ‘Theory of Hierarchy of needs’ and ‘Motivation-Hygiene Theory’ is shown in the figure above.

Self-Actualization

Esteem

Physiological

Social

Safety/Security

Achievement, recognition, challenging work, responsibility, advancement growth in job etc

Status, Company policies, quality of supervision, work environment, interpersonal relationships, salary, job security, etc.

Motivational factors

Hygiene factors

Theory of Hierarchy of needs Motivation-Hygiene Theory

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9. Hersey and Blanchard’s Situational leadership model:

a) Telling style (high task and low relationship: when the followers are at very low level of maturity - i.e., unable and unwilling followers)

b) Selling style (high task and high relationship: when the followers are at low level of maturity - i.e, able but unwilling followers)

c) Participating style (low task and high relationship: when the followers are at high level of maturity - i.e, unable but willing followers)

d) Delegating style (low task and very high relationship: when the followers are at very high level of maturity, - i.e. able and willing followers)

Explanation of the progression that may be expected from stage to stage with the help of a diagram

10. Managerial Grid (Robert Blake and Jane Moutan): This approach to leadership styles is based on the manager’s concern to Production as well as concern to People. The approach is about How concerned managers are with respect to production and people and not How much. Definition of Concern to production: This is largely about the concern to Policy, procedure, process, research commitment to production, productivity, efficiency, new ideas, and organizational objectives. Definition of Concern to People: This is largely about the concern for interests of people, respect to people, trust and self-esteem of workers. Here individual’s objectives are important. Individual’s safety, security and working conditions take priority.

Low

Con

cern

to P

eopl

e

H

igh

9 (1,9) (9,9)

8

7

6

5 (5,5)

4

3

2

1 (1,1) (9,1)

1 2 3 4 5 6 7 8 9

Low Concern for Production High

(1,1) Impoverished Management: Manager has very little concern for both production

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and people. He shows minimum involvement in his job. He acts only a messenger between his subordinates and his superiors.

(9,9) Team Management: These managers have highest dedication to work and people. They match individual needs with organizational objectives. They strive to create an environment for high motivation and capability and relates them to rewards and punishment.

(1,9) Country Club Management: Managers with this style have little concern for production but a great concern for people. They try to promote an environment where everyone can be friendly, relaxed, comfortable and happy. But no coordinated effort to achieve the organizational goals can be seen.

(9,1) Autocratic Task Management: Here the managers are concerned with developing efficient production system. The managers have less concern to people and their needs. Such managers are authoritarians.

(5,5) Benevolently Autocratic Management: Managers with this style have medium concern to both people and production. They do not set goals too high. They tend to consult everybody, but take their own decision.

11. The following are the essential ingredients of leadership. a) Ability to envision the future b) Ability to use power responsibly and effectively c) Ability to comprehend that human beings have different motivational forces at

different times and situations d) Ability to inspire with charm and appeal e) Ability to develop a climate conducive to responding and arousing motivations Leaders can make almost any every role in the organization more satisfying for participants and more productive for the organization.

12. Motives/drives/impulses/wishes/wants are all forces that make a person to engage in a behavior. Needs vary between individuals, not only in nature but also in intensity. Even in an individual, they differ over time. Motivators are things that induce an individual to perform. For example, A hungry person wants food and will be in tension until his action to fetch it is successful. The tension starts reducing as he consumes food.

Needs (the gap between what is desired and what

exists)

Wants

Gives rise to

Which cause

Tension

Gives rise to

Actions

Satisfaction (Reduction in tension)

Which result in

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13. Theory of Leadership styles based on the use of authority: This theory suggests three

basic types of leadership styles namely: (a) Autocratic style (b) Democratic style and (c) Free-rein style. a) Autocratic style (Authoritarian style): The leader commands and expects

subordinates to comply. The approach is dogmatic and positive. The leader gives/withholds rewards or punishments

b) Democratic Style (Participative style): The leader encourages subordinates to participate in the decision making process. Consults them on problems and decisions. This style varies from one extreme where a leader who doesn’t take any decision without concurrence of subordinates to another extreme where the leader decides but consults his subordinates before such a decision.

c) Free-rein style: The leader uses his power very little. He gives great freedom to his subordinates and depends on his subordinates for his goal setting. He plays a role of aiding subordinates and provides them with necessary resources and support. He acts as a liaison between his subordinates and the external world (Eg. Head of R&D department)

These are three views of leadership styles. No individual may be seen to be with one leadership styles always. A leader may work with different styles under different situations. For instance, an R&D manager may exercise a free rein style with respect to project decisions, but autocratic with respect to safety issues. A fire extinguishing unit manager may be democratic with respect to new innovations but may be autocratic when fighting fire.

Autocratic leader

Follower 3

Follower 1 Follower 2

Influence lines

Democratic leader

Follower 3

Follower 1 Follower 2

Influence lines

Free-rein leader

Follower 3

Follower 1 Follower 2

Influence lines

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Answers to Quizzes:

A. Choose the Appropriate Answer:

1. b 9. c 17. b

2. d 10. c 18. a

3. b 11. c 19. b

4. a 12. d 20. a

5. d 13. c 21. c

6. a 14. d 22. d

7. d 15. a

8. c 16. a

14. Leadership style on a Continuum (R. Tennenbaum and Schimdt): This is also called Leadership continuum. Leadership involves a variety of styles ranging from highly Boss-centered to highly Subordinate-centered. This theory recognizes the appropriate style of leadership is a function of the leader, the follower and the situation, That is, a) the forces in the leader’s personality including his/her value system, confidence in

subordinates and inclination towards leadership styles; b) the forces in the subordinates such as their knowledge and experience,

willingness to accept responsibility and their tolerance for ambiguity, etc. and c) the forces in the situation such as organizational values, traditions, pressure of

time and subordinate group norms, etc.

Highly Boss-centered

Freedom the Boss enjoys in decision making

Authoritarian

Highly subordinate-centered

Freedom the subordinates are given in decision making

Democratic

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B. State Whether True or False

1. True 9. False

2. False 10. True

3. True 11. True

4. False 12. True

5. True

6. True

7. False

8. True

C. Fill in the Blanks

1. Fixed interval 9. Contingency

2. Fixed ratio 10. Delegating

3. Variable ratio

4. X

5. Y

6. Free-rein style

7. Learning

8. Country club

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D. Cross-word:

M I A Left to Right

O M U 5. As per Maslow, ......... needs follow social needs

T p T I 6. As per 2-factor theory, authority works as a ……..

I O O N 7. ………… theory explains leadership in terms of leaders qualities

V V C T 8. Expectancy theory was proposed by ………..

E S T E E M R E 9. A relatively permanent change in behaviour that occurs as a result of experience is …… (Reverse)

R A G

M O T I V A T O R Top to Bottom

S I A 5. The driving force for our behaviours

H C T 6. In Managerial grid, (1,1) style is ……......

V R O O M I 7. Leader who doesn’t consult subordinates while making decisions is …….. in nature

E V 8. …….. theory combines trait, behavioural and contingency theories of leadership G N I N R A E L

T R A I T

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