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Leadership and
Motivation
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Leadership is the process of inuencing thebehavior of others towards theaccomplishment of goals in a given situation.
Koontz and O’Donnell have dened leadershipas “nuencing people to follow theachievement of a common goal!.
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"eatures of Leadership# leader must have followers.
Leadership is a wor$ing relationship between
the leader and his followers. %he purpose of leadership is to achieve some
common goal.
# leader inuence his followers willingl& not
b& force.Leadership is a social interaction'inuence
between the leader and his followers.
Leadership is a power relationship.
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Leadership (s
)anagementRelationship * )anagement implies superior'
subordinate relationship. Leadership can occuran& where within or without organizationconte+t.
Source of Inuence* # manager isappointed and he obtains authorit& from his
position. Leader is not alwa&s appointed andhe derives his power from his followers.
Sanction * # manager has command overallocation and distribution of rewards. Leader
has command over social satisfaction andrelated tas$ reward.
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Basis of following * ,oth manager andleader have followers. -eople follow them fordierent reasons.
Accountability * # manager is accountablefor his own behavior as well as behavior ofsubordinates. %here is no clear'cutaccountabilit& relationship in leadership.
Function * # manager performs all functionsof planning/ organizing/ sta0ng / directing andcontrolling. %he main 1ob of leader is to guide
and inspire the eort of followers.
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Leadership 2t&lesAutocratic or Authoritarian Leadership.
e!ocratic or "articipative Leadership.
Free#rein or Laisse$#faire Leadership.
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#utocratic Leadership#n autocratic leader e+ercise complete control
over the subordinate.
3e centralize power in himself and ta$es alldecisions without consulting the subordinates.
3e dominates and drives his group throughcommand.
3e loves power and never delegatesauthorit&.
3e gives order and e+pects the subordinatesto follow them un4uestioningl&.
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#dvantaget permits 4uic$ decision.
t provides strong motivation and satisfaction
to the leader.Less competent subordinates are needed at
lower level.
%his st&le ma& &ield positive results when
great speed is re4uired.
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Disadvantaget leads to low morale/ frustration and conict
among subordinates.
2ubordinates tend to shrin$ responsibilit& andinitiative.
"ull potential of subordinates and theircreative ideas are not utilized.
Organizational continuit& is threatened in theabsence of the leader.
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Democratic Leadership# democratic leader ta$es decision in
consultation with subordinates.
3e decentralizes authorit& and allows thesubordinates to share his power.
# democratic leader provides freedom ofthin$ing and e+pression.
3e listen to suggestions/ grievances andopinion of the subordinates.
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#dvantaget improves the 1ob satisfaction and morale of
subordinates.
t cultivates the decision ma$ing abilit& ofsubordinates.
%he leader multiplies his abilities through thecontribution of his followers.
%he 4ualit& of decision is improved.
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Disadvantaget is time consuming and ma& result in dela&s in
decision ma$ing.
t ma& not &ield positive result when subordinates
prefer minimum interaction with the leader.
2ubordinate ma& develop habit of e+pecting tobe consulted on ever& issue.
5onsultation ma& be interpreted as a sign of
incompetence on the part of the leader.
t re4uires considerable communicating andpersuasive s$ills of the part of the leader.
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"ree rein Leadership"ree'rein leadership involves complete
delegation of authorit& so that subordinatesthemselves ta$e decision.
%he leader avoid power and relin4uishes theleadership position.
3e serves onl& as a contact to bring the
information and resources needed b& thesubordinates.
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#dvantage-ositive eect on 1ob satisfaction and morale
of subordinates.
)a+imum possible scope for development ofsubordinates
"ull utilization of the potential of subordinates
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Disadvantage2ubordinates do not get the guidance and
support of the leader.
t ignores the leader’s contribution 1ust asautocratic st&le ignores subordinatecontribution.
2ubordinates ma& move in dierent directions
and ma& wor$ at cross purposes which ma°enerate into chaos.
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)otivation)otivation is the process of steering a
person’s inner drives and action towardscertain goals and committing his energies toachieve these goals.
)otivation ma& be dened as the wor$ amanager performs in order to inducesubordinates to act in the desired manner b&satisf&ing their needs and desires.
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5haracteristics of
)otivation)otivation is a personal and internal feeling.
)otivation produces goal'directed behavior.
)otivation is a continuous process.)otivation is comple+.
)otivation is s&stem oriented 6 t is an
interpla& between three group of factors'a7
inuence operating within an individual b7inuence operating within the organization c7forces operating in the e+ternal environment.
)otivation can be either positive or negative.
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%heories of )otivationMaslow%s &eed "riority Model
'er$berg%s (wo Factor (heory
Mc )regor%s (heory * and (heory +
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)aslow’s 8eed -riorit& )odel#braham 3. )aslow/ an eminent #merican
ps&chologist / developed a general theor& ofmotivation $nown as the “&eed 'ierarchytheory,.
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2elf'#ctualization
9steem
2ocial
2afet&
-s&chological L o w e r
: p p e r
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2alient features of this theor& is %he urge to fulll needs is a prime factor in
motivation of people at wor$.
3uman needs form a particular structure or
heirarch&.Lower level needs must at least be satised before
higher'level needs emerge.
#s soon as one need is satised/ another need
emerges.# satised need is not a motivator/
(arious need levels are inter'dependent andoverlapping.
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"ive categories of human needs"hysiological needs# %hese are biological needs
re4uired to preserve human life. %he& include needfor food/ drin$/ clothing/ sleep etc. %hese needs must
be satised for all and the& are powerful motivatingforce when the& are let down.
Safety needs 6 Once ph&siological needs arereasonable satised/ a person wants protection fromph&sical dangers and economic securit&. %hese needsare nite but the& ma& serve as motivators in case ofarbitrar& and unpredictable management action.Organisation can infuence through pension schemeinsurance plans, ear o dismissal etc.
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Social needs# 2ocial needs refer to need forbelonging/ need for acceptance/ need for love andaection etc. 2uch needs are innite as the& areconsidered secondar& needs as the& are notessential to preserve human life. Organisation caninfuence these through supervision,communication system, work groups etc.
-stee! needs# %hese are two t&pes 6 selfesteem and esteem of others. 2elf esteem include
self'condence/ competence/ achievement/$nowledge and independence. 9steem of othersincludes reputation/ status/ recognition.
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Self actualisation needs# %hese are theneeds for realizing one’s full potential/ forcontinued self'development/ for being
creative. t is the desire of becoming what oneis capable of becoming.
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5ritical #ppraisal)aslow’s need for priorit& model of motivation has
gained e+tensive popularit& because it is simple andlogical.
%he theor& is widel& criticized for the following reasons*i7 8eeds are not the onl& determinant of behaviour.
ii7 %he theor& gives an oversimplication of humanneeds and motivation.
iii7 %he hierarch& is not alwa&s +ed.iv7 )aslow’s theor& is based on relativel& small sample.
v7 %here is no denite evidence that once a need issatised it looses its motivating force.
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3erzberg’s )otivation 3&giene
%heor&n late fties/ "rederic$ 3erzberg and his
associates conducted interview of ;
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#ccording to 3erzberg !aintenance orhygiene factors are necessar& to maintain areasonable level of satisfaction among
emplo&ees.
%hese factors do not provide satisfaction tothe emplo&ees but their absence willdissatisf& them. %herefore these factors arecalled dissatisers.
%hese are not intrinsic parts of a 1ob the& arerelated to conditions under which a 1ob isperformed.
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On the other hand/ !otivational factor areintrinsic part of the 1ob.
#n& increase in these factors will satisf& theemplo&ees and help to improve performance.
,ut decrease in these factors will not causedissatisfaction.
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=';>
3erzberg’s %wo'"actor %heor&
• ?ualit& of
supervision• -a&• 5ompan&
policies• -h&sical
wor$ingconditions
• @elationships• Aob securit&
' y g i e
n e
F a c t o r s
Dissatised
8ot Dissatised
• -romotional
opportunities• Opportunities for
personal growth
• @ecognition
• @esponsibilit&
• #chievement
M ot i v at i onF a ct or s
2atised
8ot 2atised
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5ritical appraisal3erzberg’s theor& has been criticized on the
following grounds
i7 %he theor& is based on small sample of ;
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)c Bregor’s %heor& C and %heor& -rof. Douglas )c Bregor has developed a
theor& of motivation on the basis ofh&pothesis relating to human behaviour.
%here are two alternative sets of assumptionswhich )cBregor has described as %heor& Cand %heor&
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%heor& Ct is based on the following assumption
i7 %he average individual is b& nature indolent andwill avoid wor$ if he can.
ii7 %he average person lac$s ambition/ disli$esresponsibilit& and prefers to be led.
iii7 #n average human being is inherentl& self'centered and indierent to organizational goals.
iv7 )ost people are b& nature resistant to changeand want securit& above all.
v7 %he average human are gullible/ not ver& bright.
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On the basis of these assumption/ theconventional view of management put forwardthe following preposition.
i7 )anagement is responsible for organisingthe elements of productive enterprise.
ii7 Eith respect to people/ managementinvolves directing their eorts/ motivatingthem/ controlling their actions and modif&ingtheir behaviour to t to the need of
organisation.iii7 Eithout active intervention of management/
people would be passive/ even resistant toorganizational needs.
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%heor& C is a conventional or traditional
approach to motivation.
9+ternal control is considered appropriate for
dealing with unreliable/ irresponsible andimmature people.
%heor& C is based on a fault& conception ofhuman nature.
)cBregor recognised certain needs that %heor& C fails to ta$e in account.
%hese relate to self'fullment/ ego satisfactionand social needs of individual wor$er/
# counter approach to management he called %heor& .
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%heor& t proposes
i7 )anagement is responsible for organsing the
elements of productive enterprise in the
interest of economic and social ends.
ii7 -eople are not b& nature passive or restricted
to organisation needs. %he& become so as aresult of e+perience.
iii7 )otivation/ potential for development/ capacit&for assuming responsibilit& are present in
people/ management does not put them there.
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%heor& is based on following assumption
i7 %he e+penditure of ph&sical and mentaleort is as natural as pla& and rest.
ii7 )an will e+ercise self'control and self'direction in the service of ob1ectives towhich he is committed. 9+ternal control or
threat of punishment is not the onl& meansof motivating people.
iii7 5ommitment to ob1ectives is a result of therewards associated with their achievement.
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iv. %he average human being/ under propercondition does not shun responsibilit&.
v. %he capacit& to e+ercise a relativel& highdegree of imagination creativit& oforganisation problem is widel& not narrowl&distributed in the population.
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Douglas )cBregor’s C H
nherent disli$e forwor$ and will attemptto avoid it
)ust be coerced/controlled orthreatened withpunishment
(iew wor$ as being asnatural as rest or pla&
Eill e+ercise self'direction and self'controlif committed toob1ectives
% h e o r & C
% h e o r & D