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FACILITATOR
TEHRIM IQBAL
Lecture : 3
And others
just sit?
is the force
Motivation
that drives our actions
+ Action
Motive
Deployment
of energy is often evidence of
8
Leader Behaviors
Leader Behaviors
Directive leadership.
Task-oriented, expectations, techniques,
timeline, standards of performance.
Supportive leadership.
Friendliness, approachability,
understanding, needs-oriented,
equality, respect.
Leader Behaviors
Participative leadership.
Sharing, consultation, advice-seeking,
integration.
Achievement-oriented leadership.
Challenging, high standard of
excellence, confidence in subordinates
abilities.
Motivation
Motivation is commonly assumed to be good thing.
Motivation
People vary in their ability to do an activity and in
their willingness to do it.
Motivation
Motivation has been described as the ability to get
individuals to do what you want them to do, when
and how you want it done.
Self Motivation
Do it now
Break up the task into small
steps
Dont wait for mood
Start action
Solutions will follow if you try
Your Vision
Get Noticed
Be Remembered
Make a Name for
Yourself
Gifts
29
Praise
Intrinsic =
Inside
Feeling of Job
Well Done
Pride
Sense of
Achieveme
nt
Salary
Increase
Status
Leadership Theories
Trait
Behavioral
Contingency
Transformational
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Trait Theory
Initial leadership research (1920-30s)
Focused on what an effective leader is,
not on how to effectively lead.
Assumes that certain physical, social and
personal traits are inherent in leaders.
31
Trait Theories
Early trait theories identified:
Physical characteristics (height,
appearance)
Personality characteristics (extrovert)
Skills and abilities (intelligence)
Social factors (interpersonal skills)
32
33
Behavioral Theories
34
Behavioral Theories
People could be trained to be leaders.
Developed training programs to
influence leadership behavior.
Assumed that the best styles of
leadership could be learned.
35
Contingency Theories
q Successful leaders are able to identify
clues in an environment and adapt
their leadership style to the situation.
q Environment influences the type of
leadership needed.
q Examples:
1)Fiedlers Contingency
Model
2)Path-Goal Theory
3)Vroom-Yetton Model
36
Fiedlers Contingency
Theory
The theory that leader effectiveness is determined
by both the personal characteristics of leaders
and by the situation in which leaders find
themselves.
Sheds light on FOLLOWING important issues:
Why, in a particular situation, some leaders will
be effective and other leaders with equally good
credentials will be ineffective.
Why a particular leader may be effective in one
situation but not in another.
There is no best way for leaders to lead.
37
Path-Goal Theory of
Leadership
Path-Goal Theory of
Leadership formulated by
Robert House proposes that
the leader can affect the
performance, satisfaction,
and motivation of a group in
different ways:
Offering rewards for
achieving
performance goals
38
Clarifying paths
towards these
goals
Removing obstacles
to performance
Path-Goal Theory of
Leadership
q Participative leadership leaders consult with
followers and ask for suggestions before
making a decision (appropriate to use when
follower is using improper procedures or
making poor decisions).
q
q Supportive leadership leader is friendly,
approachable and shows concern for
followers psychological well being
(appropriate when the follower lacks
confidence).
40
Leadership Models
Charismatic Leadership
Situational Leadership
Transformational Leadership
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Webers Charismatic
Influence Leadership
based on
follower perceptions
that the leader is
endowed with the
gift of divine
inspiration or
supernatural
qualities.
43
9-3
Charismatic Leaders
44
Visionary
Self
Promoting
Verbal
Skills
Charismatic
Charismatic
Leader
Leader
Characteristics
Characteristics
Good
decisionmaker
Intelligent
High Risk
Orientation
High Energy
Responsible
45
Self
Confidence
Height
(taller)
9-4
Situational Leadership
46
Situational Leadership
Used to determine if
ones style is task or
relationship oriented
and if the situation
matches the
leaders style to
maximize
performance.
47
5-4
Situational Leadership
Leadership behavior should be
appropriate for the circumstances.
Leadership is dependent on the:
Task.
Group characteristics.
Organizations culture.
Interpersonal relationships.
48
Situational Leadership
There are three elements of the leaderfollower situational model developed
by Fred Fiedler:
Position power the degree to which
a leaders position ensure compliance.
Task structure the degree of clarity
for goal accomplishment.
Leader-member relations the
nature of relationship between the
leader and the members.
49
Transformational
leaders
Develop a sense of what the
organization can become.
Recruit others with similar values.
Resolve conflicts.
Constantly communicate values.
Communicate shared values.
50
Characteristics of
Transformational Leaders
Charisma: Provides vision and sense of
mission, gains respect and trust.
Inspiration: Communicates high expectations,
uses symbols to focus efforts, expresses
important purposes in simple ways.
Intellectual Stimulation: Promotes
intelligence, rationality, and careful problem
solving.
Individualized Consideration: Gives personal
attention, treats each employee individually,
coaches, advises.
51
Transformational
Leadership
Leaders combine theories (trait, behavioral
and contingency)
Leaders are usually charismatic and
visionary, can inspire followers to
transcend their own self-interest for the
good of the organization.
Research indicates that transformational
leadership is strongly correlated with low
turnover rates, high productivity and
employee satisfaction.
52
Transactional
Leadership
Motivating for
performance at
expected levels
Stressing the link
between reward and
goal achievement.
Uses agreed upon
performance to
motivate
53
Transformational
Leadership
Goes Beyond
Transactional
Leadership
Transformational
Leadership
Motivating for performance
beyond expectations
Inspiring for missions beyond
self interest.
Instilling confidence to achieve
performance
Performance
Beyond
Expectations
Barriers
What might prevent or hinder you
from achieving your aims?
Overcoming Barriers
Making it Happen
Which first small steps can you take soon to work towards
your goals.
Record what you did, how you did it and what the result was
Summary
To accomplish this
goal, it is
imperative that the
leader fully
understands how
people are
motivated.
Otherwise, the
organization will
never be as good
as it could be.
57
Golden Rule
Dont
do
anything to anyone
that you would not
want them to do to
you.
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Thank you
for your kind attention!