Unit 4

Leadership and motivation

Leadership
Leaders help themselves and others to do the right things. They set direction, build an
inspiring vision, and create something new. As well as providing direction, inspiration, and
guidance, good leaders exhibit courage, passion, confidence, commitment, and ambition.
They nurture the strengths and talents of their people and build teams committed to
achieving common goals.

Power and Authority

• Power is ability to get things done and control resources.

• Authority is formal right to accomplish get things done and control resources.

• Leaders use different types of power to influence others.

• Team members also have sources of power.

Distinction Between Power and Authority: Power refers to influence capacity, while
authority designates the legitimate right to enforce decisions.

Types of Power in Leadership: Leaders wield various powers: legitimate, expert, coercive,
and referent, each influencing team dynamics uniquely.

Organizational Hierarchy Chart : An organizational hierarchy chart can effectively

illustrate the application of power and authority in practice.

DIFFERENT TYPES OF POWER

Power has been an important aspect of human civilization since time immemorial. Power
might be physical, political or social. In the context of business as well, power dynamics
tend to influence decisions and people transactions heavily.

1. Coercive Power
2. Reward Power
3. Legitimate Power
4. Expert Power
5. Referent Power
Nature and Characteristics of Leadership:
1. Leadership is a personal quality.

2. It exists only with followers. If there are no followers, there is no leadership.

3. It is the willingness of people to follow that makes person a leader.

4. Leadership is a process of influence. A leader must be able to influence the behaviour,

attitude and

Beliefs of his subordinates.

5. It exists only for the realization of common goals.

6. It involves readiness to accept complete responsibility in all situations.

7. Leadership is the function of stimulating the followers to strive willingly to attain

organizational

Objectives.

8. Leadership styles do change under different circumstances.

9. Leadership is neither bossism nor synonymous with; management.

Leadership Functions:
Following are the important functions of a leader:

1. Setting Goals:
2. Organizing:
3. Initiating Action:
4. 4. Co-Ordination:

5. Direction and Motivation:

6. Link between Management and Workers:

LEADERSHIP STYLES
Autocratic leadership style: In this style of leadership, a leader has complete command
and hold over their employees/team. The team cannot put forward their views even if they
are best for the team’s or organizational interests. They cannot criticize or question the
leader’s way of getting things done. The leader himself gets the things done. The advantage
of this style is that it leads to speedy decision-making and greater productivity under
leader’s supervision.

The Laissez Faire Leadership Style” Here, the leader totally trusts their employees/team
to perform the job themselves. He just concentrates on the intellectual/rational aspect of
his work and does not focus on the management aspect of his work. The team/employees
are welcomed to share their views and provide suggestions which are best for
organizational interests. This leadership style works only when the employees are skilled,
loyal, experienced and intellectual.

Democrative/Participative leadership style: The leaders invite and encourage the team
members to play an important role in decision-making process, though the ultimate
decision-making power rests with the leader. The leader guides the employees on what to
perform and how to perform, while the employees communicate to the leader their
experience and the suggestions if any. The advantages of this leadership style are that it
leads to satisfied, motivated and more skilled employees.

Bureaucratic leadership: Here the leaders strictly adhere to the organizational rules and
policies. Also, they make sure that the employees/team also strictly follows the rules and
procedures. Promotions take place on the basis of employees’ ability to adhere to
organizational rules. This leadership style gradually develops over time. This leadership
style is more suitable when safe work conditions and quality are required. But this
leadership style discourages creativity and does not make employees self-contented.

Behavioral Leadership Theories

• Behavioral leadership theorists attempt to determine distinctive styles used by effective
leaders.

• Leadership style is the combination of traits, skills, and behaviors managers use while
interacting with employees. • Behavioral theorists focus on the leaders’ behaviors;
however, behaviors are based on traits and skills.

• Includes Two-Dimensional Leadership and the Leadership Grid Theories.

Situational Leadership
• Situational approaches to leadership attempt to determine appropriate leadership styles
for particular situations

• Least Preferred Coworker (LPC) scale:

• Do you use a more task-oriented or relationship-oriented leadership style

Leadership skills
1. Connect and Communicate Effectively
2. Inspire Confidence
3. Demonstrate Emotional Intelligence
4. Build Trust to Empower Members
5. Promote Healthy Failures for Disruptive Innovation
6. Expand Common Ground and Facilitate Conversations
7. Make Difficult Conversations Easy
8. Manage Attention
9. Empower Employees to Aim for Success
10. Deliver Constructive Feedback

Leader as Mentor and Coach

Leadership During Adversity and Crisis

Important role for leaders and managers is to help group deal with adversity and crisis,
such as hurricane, product recall, or workplace violence.

1. Make tough decisions quickly.

2. Serve as a model for being resilient.
3. Present a plan for dealing with the adversity or crisis.
4. Appear confident and trustworthy.
5. Focus on the future.

Handling Employee and Customer Complaints

MOTIVATION
Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. It
involves the biological, emotional, social, and cognitive forces that activate behavior. In
everyday sage, the term "motivation" is frequently used to describe why a person does
something.

Motivation reflects something unique about each one of us and allows us to gain valued
outcomes like Ed performance, enhanced well-being, personal growth, or a sense of
purpose. It is a pathway to change our way of thinking, feeling, and behaving.

Term motivation

• The term motivation can be traced to the latin word movere, which means “to
move”.
• It refers to the factors which move or activate the organism.
• We infer the presence of motivation when we see that people work towards certain
goals.
•

Motivation, Performance, and Engagement

Motivation-Performance Link: High motivation levels correlate directly with increased
performance metrics, enhancing task accomplishment and team efficiency.

Engagement Drives Success: High employee engagement fosters deeper commitment to

teams, generating innovative solutions and sustainable outcomes.

Successful Teams : Companies like Google demonstrate effective motivation strategies,

resulting in high-performing, engaged teams that drive innovation.

Type of motivation
• Positive
• Negative
• Intrinsic
• Extrinsic

Relationship between motivation

Relationship between learning motivation and learning effectiveness. It was found that
(1) Learning motivation had a significant positive impact on learning effectiveness;

(2) Learning motivation had a significant positive effect on learning engagement;

(3) Learning engagement had a significant positive impact on learning effectiveness;

(4) Learning engagement had a partial mediation effect on learning motivation and learning
effectiveness.

(5) Personality traits had a moderation effect on the relationship between learning
motivation and learning effectiveness.

Content Motivational Theories

▸ Maslow Theory

▸ Herzberg Theory

▸ McGregor’s XY Theory

▸ ERG Theory

▸ Equity Theory

▸ Performance satisfaction Model Theory

Maslow’s hierarchy of needs

Maslow’s hierarchy of needs, proposed by Abraham Maslow, presents a framework

suggesting that human motivation stems from a hierarchy of five fundamental categories:
physiological, safety, love, esteem, and self-actualization. The theory posits that as
individuals progress through these needs, they experience a greater sense of fulfillment and
motivation.

Two Factor Theory

Herzberg’s Two Factor Theory, also known as the Motivation-Hygiene Theory, was derived
from a study designed to test the concept that people have two sets of needs.

▸ their needs as animals to avoid pain

▸ their needs as humans to grow psychologically

According to Herzberg, there are two types of job factors

• Hygiene factors
• Motivating factors
 1. Hygiene Factors

Hygiene factors, also known as maintenance factors or dissatisfies, refer to the elements
that are necessary for the presence of motivation levels in the workplace. It does not result
in long-term positive satisfaction but if absent will lead to dissatisfaction.

Herzberg in simple words states that the Hygiene factors are those which when present in a
reasonable number will keep the employees pacified and will not make them dissatisfied.
The hygiene factors explain the job environment and are a reflection of the psychological
needs which employees want and expect to be fulfilled.

• Pay
• Company policies and administrative policies
• Fringe benefits
• Status
• Physical working conditions
• Job security
• Interpersonal relations

Motivating Factors

Herzberg’s Motivation Hygiene Theory categorically states that hygiene factors are not
motivators. The motivating factors are inherent to work and offer positive satisfaction and
motivation. These factors also known as satisfiers are related to the job and motivates
people to give a better performance. Unlike Hygiene Factors, Motivating l factors prove very
rewarding for an employee.

• Recognition
• Responsibility
• Growth and Promotional Opportunities
• Sense of achievement
• Meaningfulness of the work

Theory of “X” and Theory of “ Y

Douglas McGregor observed two diametrically opposing view points of managers about
their employees.
▸ one is negative called “Theory of X”

▸ one is positive called “Theory of Y”

X Theory

▸ Employees dislike work; if possible avoid the same

▸ Employees must be coerced, controlled or threatened to do the work

▸ Employees avoid responsibilities and seek formal direction

➢ Most employees consider security of job, most important of all other factors in the
job and have very little ambition

Y-Theory

▸ Employees love work as play or rest

▸ Employees are self directed and self controlled and committed to the organizational
objectives

▸ Employees accept and seek responsibilities

▸ Innovative spirit is not confined to managers alone, some employees also possess it.