Leadership & Motivation

1. Leadership & Motivation

2. INTRODUCTION • INFLUENCING THE BEHAVIOUR OF PEOPLE IN A PARTICULAR DIRECTION IS CALLED ‘LEADERSHIP’ • WHILST • INSPIRING PEOPLE TO WORK WITH GREATER ZEAL AND COOPERATION TO THE BEST OF THEIR ABILITY IS ‘MOTIVATION’

3. LEADERSHIP is the activity of influencing people to strive willingly for group objectives • LEADERSHIP is interpersonal influence exercised in a situation and directed through the communication process, forwards the attainment of a specialised goal or goals • LEADERSHIP is the process of influencing the activities of an individual or group in efforts toward goal achievement in a given situation • LEADERSHIP is a function of the leader, the follower and other situational variables • LEADERSHIP is effective management

4. Leadership transforms potential into reality. • It is like the effect of that Chemical which turns the insect pupa- the caterpillar into a butterfly • with all the beauty that was the pupa’s potential. • Leadership ispart of management , butnot all of it.

5. Effective Management • Purposeful and Efficient use of Resources for Achieving the desired objective • Leadership is a dynamic process varying from situation to situation with changes in leaders followers and situation

6. LEADERSHIPBEHAVIOR • LEADER • FOLLOWER SITUATION • LEADERSHIP IS A FUNCTION OF LEADER, FOLLOWER & SITUATION • LEADERSHIP • BEHAVIOR • LEADERSHIP • BEHAVIOUR

7. LEADERSHIP CONTINUUM • (AUTHORITATIVE) (DEMOCRATIC) • TASK ORIENTED RELATIONSHIP ORIENTED • AREA OF AUTHORITY • BY LEADER • AREA FOR FREEDOM • FOR SUBORDINATES • AUTOCRATIC • CONSULTATIVE • DEMOCRATIC • BENEVOLENTAUTOCRATIC • PARTICIPATIVE • FREE-REIN • TANNENBAUM & SCHMIDT - 1958

8. BLAKE & MOUTON MANAGERIAL GRID • HIGH • CONCERN FOR PEOPLE • LOW • 9 • 8 • 7 • 6 • 5 • 4 • 3 • 2 • 1 • 1-9 • 9-9 • COUNTRY • CLUB • TEAM • 5-5 • MIDDLE ROAD • TASK • IMPOUERISHED • 1-1 • 9-1 • 1 2 3 4 5 6 7 8 9 • (LOW) CONCERN FOR PRODUCTION (HIGH)

9. FOR PEOPLE • PARTICIPATING • SELLING • S3 • S2 • S1 • S4 • DELEGATING • TELLING • CONCERN FOR TASK • M4 M3 M2 M1 • PAUL HERSEY –SITUATIONAL LEADEERSHIP

10. CHRYS ARGYRIS ON FOLLOWERS • MATURITYIMMATURITY • ABILITY INABILITY • WILLINGNESS UNWILLINGNESS • M1 --- UNABLE & UNWILLING • M2 --- UNABLE & WILLING • M3 ---- ABLE & UNWILLING • M4 --- ABLE & WILLING

11. LEADERSHIP SKILLS AT VARIOUS LEVELS • 100 • PERCENTAGE • OF • JOB • DESIGN • CONCEPTUAL • HUMAN • 50 • TECHNICAL • 0 • SUPERVISOR MIDDLE TOP • MANAGEMENT MANAGEMENT

12. LEADERSHIP STYLE • Leadership style of an individual is the behavior pattern that person exhibits when attempting to influence the activities of others - as perceived by others. • STYLE RANGE • An individual’s style range is the extent to which that person is able to vary his or her leadership style. • STYLE ADAPTABILITY • Style adaptability is the degree to which the leader is able to vary his/her style appropriately to the demands of a given situation. • STYLE RANGE IS NOT AS RELEVANT TO EFFECTIVE-NESS AS STYLE ADAPTABILITY: A WIDE STYLE RANGE WILL NOT GUARANTEE EFFECTIVENESS.

13. POWER • ‘POWER IS AN ABILITY TO GET AN INDIVIDUAL OR A GROUP TO DO SOMETHING - TO GET THE PERSON OR GROUP TO CHANGE IN SOME WAY’ • TYPES OF POWER • COERCIVE • CONNECTION • REWARD • LEGITIMATE • REFERENT • INFORMATION • EXPERT • POSITION POWER • PERSONAL POWER

14. Administers is a copy Maintains Focus on system & structure relies on control short-range view asks how and why eye on the botton-line accepts the status quo Imitates Does things right Innovates is an original Develops Focus on people inspires trust long-range perspective asks what and why? eye on the horizon his own person Originates Does the Right Things Managers and Leaders: Leaders Managers

15. What Skills Do Leaders Need • Cultural Flexibility Manage, Recognise the value of Diversity • Communication Skills • HRD Skills • Creativity Climate that encourages creativity • Self Management of Learning Continuous Learning Self learners

16. Insight into Human Behaviour Decision Making Ability Ability to Relate To Others Ability To Plan Organise & Direct Factors Involved in Ability to lead

17. Key Strategic Leadership Roles • Navigator • Strategist • Entrepreneur • Mobiliser • Talent advocate • Captivator • Global thinker • Change driver • Enterprise guardian

18. Leadership Qualities • Decisiveness • Integrity • Enthusiasm • Imagination • Willing to work hard • Analytical mind • Understanding others • Ability to spot opportunities • Ability to meet unpleasant situations • Ability to adapt to change • Willing to take risks • Intelligence & Self Confidence • Emotional Stability • Human Relation Skill Conceptual Ability

19. Traits for Leadership • Self-confidence and well integrated personality • Competency in handling new situations • Identity with the goals and values of the group he leads • Warmth, sensititivity and sympathy towards others • Enthusiasm and capacity for expression, in a degree, positively more than average

20. Leader Drives his men Depends on authority Evokes fear Says I Shows who is wrong Knows how it is done Demands respect Inspires them Depends on goodwill Radiates love Says We Shows what is wrong Knows how to do it Commands respect Boss Boss says “Go!” Leader says “Let’s go!”

21. Function of Leaders • Task Needs Defining the task Making the plan Allocating work and resources Controlling quality and tempo of work • Group Needs Setting standards by personalexamples Maintaining discipline; correcting mistakes Building team spirit Encouraging, motivating, giving a sense of purpose Appointing sub-Leaders Ensuring communication within the group • Individual Needs Attending to personal problems Praising of individuals Knowing individuals personally Recognising and using special individual abilities Training individuals

22. Jo Hari Window

23. Jo Hari Window

24. Enthusiastic Optimistic Positive attitude Confident Confident Self Directed Desire to succeed works well with people Motivation is anything that causes a person to act to change behaviour Characteristics

25. MOTIVATION • [LATIN ‘MOVERE’ = TO MOVE] • “It refers to something dynamic that arises from within a person and manifests in his/her observable behavior.” • “IT IS THE INNER URGE TO DO” • “The internal energizing force which prompts a person to improve his performance, his behavior”

26. SOME TIPS TO MOTIVATE ? ? 1. Be vague 2. Discourage clarifications 3. Discourage repetition of questions 4. Show impatience 5. Criticise even minor errors 6. Do not disclose the purpose / results 7. Change instructions 8. Encourage dependency 9. Set impossible deadlines 10. Improve on everything one does

27. HOW NOT TO BE A MOTIVATOR • 1. BE VAGUE • 2. DISCOURAGE CLARIFICATIONS • 3. DISCOURAGE REPETITION OF QUESTIONS • 4. SHOW IMPATIENCE • 5. CRITICISE EVEN MINOR ERRORS • 6. DO NOT DISCLOSE THE PURPOSE / RESULTS • 7. CHANGE INSTRUCTIONS • 8. ENCOURAGE DEPENDENCY • 9. SET IMPOSSIBLE DEADLINES • 10. IMPROVE ON EVERYTHING ONE DOES

28. PERFORMANCE • % OF • ABILITY • AREA AFFECTED • BY MOTIVATION • 80-90% • 20-30% • PERFORMANCE = MOTIVATION x (ABILITY + KNOWLEDGE)

29. MOTIVES • (NEEDS • GOAL - DIRECTED ACTIVITY (preparing food) • BEHAVIOUR • GOALS • (INCENTIVES) • GOAL ACTIVITY (eating food)

30. CONTINUED BEHAVIOR • SUCCESS • ATTEMPTEDHIGHA.B. • BEHAVIORSTRENGTH2 • 1NEEDS • COPING BEHAVIOR • BLOCKADE • BLOCKADE

31. An Early Behavioural Model:McGregors Theory X and Theory Y • One view of nature of people has been expressed in two sets of assumptions known as “Theory X and Theory Y” • Managing should start with how managers see themselves in relation to others • Some thought on perception of human nature is required • Theory X and theory Y are two sets of assumptions about nature of people

32. DOUGLAS McGREGOR: THEORY XTHEORY Y • Work is distasteful - Work is as natural as Play 2. People are not ambitious, - Can be self-directed have little desire for Responsibility & creative at work if & prefer to be directed. properly motivated 3. Little capacity for creativity - capacity for creativity is widely distributed. 4. Motivation at the physiological - Motivation at the social, & safety levels. esteem & self actualisation levels. 5. Must be closely controlled & - self-control. often coerced.

33. ALDERFER’S ERG THEORY ECONOMIC NEEDS RELATEDNESS NEEDS GROWTH NEEDS

34. MCLELAND’S NEED THEORY • Need Association • Need Growth • Need Recognition

35. The Hierarchy of Needs Theory • Abraham Maslow put forth this widely mentioned theories of motivation • Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest • Needs • Physiological needs. These are basic needs for sustaining human lives • Security or safety needs. To be free of physical danger • Affiliation, or acceptance, needs. People are social beings. So they need to belong, to be accepted by others • Esteem needs. People want to be held in esteem both by themselves and by others • Need for self actualization. This is the highest need. This is desire to become what one is capable of becoming

36. HIERARCHY OF NEEDS META MOTIVATION SELF ACTUALISATION ESTEEM SOCIAL SAFETY PHYSIOLOGICAL • ABRAHAM MASLOW

37. The Motivation-Hygiene Approach to Motivation • Frederick Herzberg and his associates considerably modified Maslow’s need approach • They propounded a two-factor theory of motivation • In one group of needs are such things as company policy and administration, supervision, working conditions, interpersonal relations, salary, status, job security and personal life • These were found by Herzberg to be only dissatisfies and not motivators

38. HERTZBERG’S HYGEINE THEORY • HYGEINE FACTORS(DISSATISFIERS)(WORK CONTEXT) • MOTIVATING FACTORS(SATISFIERS)(WORK CONTENT)

39. Other Theories of motivation • Expectancy theory of motivation • Leader in this is Victor H. Vroom • He holds that people will be motivated to do things to reach a goal if they believe in the worth of that goal • Equity theory • An important factor in motivation is weather individuals perceive the reward structure as being fair

40. Other Theories of motivation (contd.) • Reinforcement theory • Positive reinforcement or behaviour modification • Individuals can be motivated by proper design of work environment and praise for their performance • Punishment for poor performance produces poor results

41. VICTOR VROOM’S THEORY • MOTIVATION = • VALENCY * EXPECTANCY

42. Good Working Cond. Good Salary Job Security Job Satisfaction Status & Respect Accountability New Responsibilities Good Superdisors Promotions Praise & Recognition Participation in decision Getting on well with staff Factors That Tend To Motivate

43. Ways To Motivate Subordinates • Set Good Example • Develop and Maintain Good Relations • Place Where They Can Work Best • Use Participative Style • Guide, Encourage & Support • Reward Good Work • Build Team Spirit • Provide Continuing Education

44. Transactional Analysis • TA is a method of analyzing and understanding behaviour that was developed by Eric Berne • TA is an outgrowth of Freudian psychology • Sigmond Freud was the first to suggest that there are three sources within the human personality that stimulate, monitor and control behaviour • He described concepts of id, ego, superego • These concepts are difficult to understand unless one is a trained psychologist

45. TA • In TA though the concepts were borrowed from Freud but have been put in a language that everyone can understand • It can be used for diagnostic purposes in understanding why people behave as they do

46. TA • A transaction is a stimulus plus a response • Example: • If you say to one of your staff, “Sister, You really did a fine job” • This is a stimulus • If she says, “Thanks,” – that’s a response • Thus transactions take place between people • They can also take place between “people” in your heads • You may suddenly have an impulse to say something to someone. You may mentally hear a voice telling us not to say it and then a second voice agreeing. • These “people” in our heads are called ego states

47. Personality • The personality of a person is the collection of behaviour patterns developed over time • Other people recognize that pattern as that person • These behaviour patterns are evoked in different degrees from three ego states – Parent, Adult and Child

48. Personality And Ego States • A parent has Parent, Adult and Child ego states • A child also has Parent, Adult and Child ego states • These ego states have nothing to do with chronological age, only psychological age • These ego states cannot be directly observed but behaviour can be observed and infer which of the ego states is operating at that moment

49. Parent Ego state • Parent ego state is a result of messages people receive from their parents, older sisters and brothers, teachers • These can be thought of as messages recorded on little cassette tapes in peoples heads • They are in place, stored up and ready to go – only the right button have to be pressed. • Parent ego states are the value laden part of behaviour – this is good, this is bad and so on • This is not necessarily real but learned value.

50. Parent Ego state • There are two kinds of parent ego state: • Nurturing Parent • That behaviour that is nurturing and caring about other people • This behaviour will not put the people down and make them feel not okay as individual • Critical Parent • Makes people feel that they and not just their behaviour are not okay • Attacks peoples personalities and their behaviour