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Management
And
Behavioral Process

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Module-6
MOTIVATION AND LEADERSHIP
Motivation
Meaning, Basic Motivational Process,
Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor
Vroom’s Expectancy Model.

Leadership and Management,

• Trait Perspective of Leadership,
• Behavioral Perspective- Managerial Grid;
• Situational Leadership,
• Contemporary Perspectives-Transformational, Transactional, Charismatic
Leadership, Servant Leadership, Shared Leadership
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“Motivation means a process of stimulating people to action to

accomplish desired goals”.

Motivation can be defined as stimulating, inspiring and inducing the

employees to perform to their best capacity.

Motivation = Intensity + direction + persistence of effort

Marija, a new sales manager, wants to incentivize her sales team to hit its Q4
sales target. She offers a $1,000 reward to whoever is the top salesperson at
the end of the quarter.

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Process Of Motivation

Unsatisfied
Tension Drives
Need

Reduction Satisfaction Search

Of Tension of Need Behavior

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Unsatisfied Need: An employee in a tech company realizes they lack certain

technical skills (e.g., proficiency in a new programming language) that are important
for career growth. This unmet need for skill development is causing them to feel
behind compared to their peers.

Tension: The employee starts to feel anxious or inadequate because they know that
they might miss opportunities for advancement or recognition without acquiring these
skills. The tension increases as they see others gaining promotions or handling more
complex projects.

Drives: This internal tension pushes the employee to act. They are motivated to
develop their skills to remain competitive in their role and career. Their drive is
focused on finding ways to gain new knowledge.

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Search Behavior: The employee searches for ways to satisfy this need, which might
include enrolling in a technical course, attending workshops, or asking for mentorship
from more experienced colleagues. They could also seek opportunities to work on
projects that require these new skills to practice and improve.

Satisfaction of Need: After taking a course or learning through experience, the

employee becomes proficient in the new programming language. They now feel
confident in their abilities and can contribute more effectively to their projects or team.

Reduction of Tension: Once they’ve acquired the necessary skills, the employee’s
anxiety decreases, and they feel more secure in their role. The satisfaction of
mastering the new skills leads to a sense of accomplishment, reducing the tension that
initially motivated their behavior.

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Theories of Motivation

Maslow’s Victor Vroom’s

Dual Factor
Need Expectancy
Theory
Hierarchy Model

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Maslow’s Hierarchy of Needs

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• Google ensures its employees' basic needs are met by offering competitive
salaries, free gourmet meals, and access to fitness centers. This helps employees
maintain a healthy work-life balance and ensures that their basic survival needs like
food and health are met.

• Google goes beyond basic health and retirement benefits by offering extended
health insurance, and employee assistance programs. The company also
provides a safe working environment and job security, which reduces employees'
stress regarding their future

• To foster a sense of belonging, Google emphasizes teamwork and collaboration.

The open-office culture, social events, and recreational areas (like game rooms)
allow employees to connect and build relationships. Google's diversity and
inclusion efforts also promote a sense of community within the organization.

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• Google recognizes employees' achievements through rewards, promotions, and

public acknowledgment. Their “Peer Bonus” system allows colleagues to
recognize each other’s contributions, which enhances feelings of competence and
self-worth. This drives employees to excel in their roles and seek respect from
peers.

• Google fosters self-actualization by encouraging innovation, creativity, and

personal growth. Employees are given the freedom to work on passion projects
through the "20% time" policy, where they can dedicate a portion of their time to
initiatives beyond their main tasks. Continuous learning opportunities through
workshops, conferences, and skill-building programs support employees in
achieving their full potential.

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Microsoft HungerBox is an online food ordering platform that allows

users to order meals from a cafeteria or food court.

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JK Cement Gifts Mahindra XUV 700 And Scorpio To 65 "Best Performers"

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Airbnb's "Live and Work Anywhere" policy allows employees to work from
anywhere in the world for up to 90 days per location

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Herzberg’s Two-Factor Theory of Motivation

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Herzberg’s Two-Factor Theory of Motivation

Herzberg’s theory of motivation was coined by Fredrick Herzberg.
The experiment through which this theory was derived was
conducted by Herzberg and his associates. The interview was
conducted among 200 engineers and accountants placed in the
U.S.A. The main goal to conduct the experiment was to determine
which factors people believe to be necessary for achieving
desirable goals and, inversely necessary for avoiding undesirable
conditions.

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Herzberg’s Two-Factor Theory of Motivation

The motivational factor relates to the factors of growth, and the

hygiene factor relates to the aspects of survival or maintenance.

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1. Hygiene Factors
People are not motivated by hygiene or maintenance factors; rather they help to avoid
dissatisfaction and sustain the status quo. These factors are incapable of generating positive
outcomes but surely restrain negative results to happen. If these factors are absent in the
organization, then it can give rise to dissatisfaction and sustain a zero level of motivation.
The term hygiene comes from science and medicine, which means taking precautions to
preserve employees’ well-being rather than certainly, improving it. Hygiene factors protect
the performance and productivity of employees but do not stimulate growth in them. As a
result, these are also known as ‘dissatisfiers’.
• Interpersonal relationships with employers • Salary
• Interpersonal relationships with employees • Work condition
• Interpersonal relationships with subordinates • Personal experiences of individual
• Organizational policies and structure • Job role and security
• Personal life

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2. Motivational Factors

Motivational factors do have a favourable impact on work satisfaction and frequently lead to
a rise in overall output. Therefore, these factors result in a favourable effect on effectiveness,
production, satisfaction and motivation. Any improvement in motivational factors will
increase satisfaction levels, so these factors are capable of motivating the employees. Also,
motivational factors can actually help to improve the quality of work. As a result, these are
called ‘motivators’.
• Growth prospects
• Authority and responsibility
• Achievement and acknowledgement
• Advancement
• Promotions
• Recognition
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Victor Vroom’s Expectancy Model

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Victor Vroom’s Expectancy Model

This theory is given by Victor Vroom.
He believed that people’s motivation
is influenced by the type of reward
they expect to receive for performing
their tasks well. People in the
organization determine how much
effort they should put to get the
required rewards.

Motivation = Valence * Expectancy * Instrumentality

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Expectancy: The belief that effort will lead to better performance.

Instrumentality: The belief that performance will lead to a specific

outcome or reward.

Valence: The value an individual places on the rewards/outcomes.

A software development company is launching a new project, and the management

wants the team to work extra hours to meet the tight deadlines. To motivate the
team, they introduce a performance-based incentive plan.

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A software development company is launching a new project, and the management

wants the team to work extra hours to meet the tight deadlines. To motivate the
team, they introduce a performance-based incentive plan.

1. Expectancy: “If I put in the effort, I can improve my performance.”

2. Instrumentality: “If I perform well, I’ll get that bonus,”

3. Valence: The financial reward is important to him, which makes the bonus highly
attractive. I can save for my vacation.

Alex believes that (1) his extra effort will improve his performance, (2) good
performance will lead to a bonus, and (3) the bonus is something he desires; he
is highly motivated to work harder and contribute to the project.

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A retail company is launching a new product, and the sales team is

asked to push this product aggressively. To boost motivation, the
company announces that the top 5 salespeople will win an
all-expenses-paid trip to an international destination.

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Victor Vroom’s Expectancy Model

• Expectancy: Sarah believes her effort (attending training and working extra
hours) will lead to better performance in terms of more product sales.

• Instrumentality: Sarah trusts that hitting her sales target will directly result in
winning the international trip.

• Valiance: The trip is meaningful to Sarah because it aligns with her personal
interests, making it a highly desirable reward.

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Leadership

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Leadership is the ability of an

individual or a group of people to
influence and guide followers or
members of an organization,
society or team. Leadership is often
tied to a person's title, seniority, or
ranking in a hierarchy. However, it's
an attribute anyone can have or
attain, even those without leadership
positions. It's a developable skill that
can be improved over time.

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Trait Theory of

Theories of
Leadership
Leadership
Behavioral
Theory
Situational
Leadership
Contemporary
Leadership
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The trait approach to leadership, also known as trait theory,

is the idea that certain personality traits, attributes, and intellect make someone
an effective leader. The theory suggests that these traits are innate and can't be
developed, and that finding people with the right traits will improve an
organization's performance

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Trait Leadership Theory

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Managerial grid model

(The Blake and Mouton Managerial Grid model)

The Leadership Grid is a model of behavioral

leadership developed in the 1960s by Robert
Blake and Jane Mouton. Previously known as 1. Impoverished (1,1)
the Managerial Grid, the Leadership Grid is 2. Produce or Perish (9, 1)
based on two behavioral dimensions: concern 3. Middle of the Road (5, 5)
for production, which is plotted on the X-axis 4. Country Club (1, 9)
on a scale from one to nine points; and concern 5. Team (9, 9)
for people, which is plotted on a similar scale
along the Y-axis

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The Blake and

Mouton
Managerial Grid
model

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The Blake and Mouton Managerial Grid model

Horizontal axis -- concern for production. A one,
or low concern for production, is placed to the far
left of the horizontal axis, close to the right angle; a
nine, or high concern for production, is located on
the far right of the horizontal line. A high concern for
production indicates that the leader prioritizes
objectives, results and productivity when
determining how a task should be accomplished.

Vertical axis -- concern for people. A one, or low

concern, falls at the bottom of the vertical line, close
to the base near the right angle, while a nine, or
high concern for people, is placed at the top of this
vertical axis. A high concern for people indicates
that the leader prioritizes the needs and interests of
people when determining how a task should be
accomplished.

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Leadership styles, according to the Blake Mouton Grid

1. Impoverished management : (1/1)

2. Produce-or-perish management: ( 9/1)

3. Middle-of-the-road management: (5/5)

4. Country club management : (1/9)

5. Team management ( 9/9)

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https://www.bitesizelearning.co.uk/resources/blake-mouton-managerial-grid-explanation
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Situational leadership is a leadership style where leaders

adjust their approach based on the situation, the task, and the
individual they are managing.

Situational leadership is based on the idea that no one leadership

style is right for all situations. Leaders should consider their
followers and the factors that impact the work environment before
choosing how to lead. The goal is to maximize employee potential
while meeting corporate deadlines.

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Situational leadership
1. Telling: Directive and authoritative approach. The leader makes decisions
and tells employees what to do.
2. Selling: The leader is still the decision maker, but he communicates and
works to persuade the employees rather than simply directing them.
3. Participating: The leader works with the team members to make decisions
together. He supports and encourages them and is more democratic.
4. Delegating: The leader assigns decision-making responsibility to team
members but oversees their work.
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There are also four levels of follower maturity:

1. Level M1: Followers have low competence and low commitment.

2. Level M2: Followers have low competence, but high commitment.
3. Level M3: Followers have high competence, but low commitment and
confidence.
4. Level M4: Followers have high competence and high commitment and
confidence.
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The Elements of the Situational Leadership Model

The Situational Leadership Model has the following elements or aspects:
1. Two Leadership Behaviors: Relationship Behavior and Task Behavior
2. Four Leadership Styles: Telling, Selling, Participating, and Delegating
Leadership Styles, which consist of different doses of the two leadership
behaviors
3. Follower readiness or maturity, describing their competency, confidence, and
commitment
4. Four different situations, S1 to S4, with different characteristics and needs,
that the leader need to handle appropriately

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Contemporary views of leadership

Transformational Transactional Charismatic

Servant Shared

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1. Transformational Leadership: Passion to drive change and innovation

2. Transactional Leadership: Motivate their employees through rewards and

punishments.

3. Charismatic Leadership: Emotional connections with employees who are seen

as role models. Their ability to influence and motivate can bring about significant
change in an organization

4. Servant Leadership: Servant leaders prioritize their employees’ needs, helping

them develop and perform at their best. They lead by serving others.

5. Shared Leadership: Shared leadership involves distributing leadership

responsibilities among multiple members of a team instead of focusing on one
central figure
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Company-Wide Digital Transformation

An established manufacturing company, TechPro Inc., has decided to undergo a

company-wide digital transformation. This includes adopting new technologies like
Artificial Intelligence (AI), cloud computing, and automation systems in both
production and internal operations. The company is facing resistance from
employees who are used to traditional ways of working, and the transformation will
require significant changes in roles, workflows, and skills.

Challenges:
1. Employees are anxious about losing their jobs to automation.
2. There is a lack of enthusiasm.
3. The IT and Operations teams are not collaborating well, causing delays in
project milestones.
4. The company's overall productivity has dipped during the transition phase.
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