bangalore central university, mba, organization behavior, MOB, MOB, Module 4, Leadership and Motivation

1. MODULE – 4
LEADERSHIP & MOTIVATION
DR. JERRY JOHN

2. Leadership
• Leadership is the ability to
develop a vision that
motivates others to move
with a passion toward a
common goal. So
leadership is a process by
which a person influences
others to accomplish an
objective and directs the
organization in a way that
makes it more cohesive
and coherent.

3. • Leader - You must have an honest
understanding of who you are, what you know
and what you can do. To be successful you have
to convince your followers not your superiors,
that you are worthy of being followed.
• Follower -You must know your people. The
fundamental starting point is having a good
understanding of human nature, such as needs,
emotions and motivation.

4. Communication-
The nonverbal communication is leading.
E.g. when you set example that
communicates to your people that you
would not ask them to perform anything
that you would not be willing to do. Bad
communication harm the relation
between leader and employee.
Situation
We must use our judgment to decide the
best course of action and the leadership
style needed for each situation. What we
do in one situation will not always work
in another

5. Styles of Leadership

6. Autocratic
Leadership
• The authoritarian leader
makes decisions alone as
power is centralized in one
person. Decisions are
enforced using rewards
and the fear of
punishment. it is an
abusive, unprofessional
style called “bossing
people around.”

7. Democratic
Leadership
• The participative leader
include one or more
employees in the decision-
making process.
Communication flow freely;
suggestions are made in
both directions. The
participation encourages
member commitment to
the final decision.

8. Laissez-
faire
Leadership
• The free-rein leader gives
power to subordinates to
make the decisions.
However, the leader is still
responsible for the
decisions that are made.
This is used when
employees are able to
analyze the situation.
Deligative style is generally
not useful.

9. Theories of Leadership

10. Trait
Theory
• Trait theory of leadership is one
of the first academic theories
of leadership and attempts to
answer why some people are
good leaders and others are
not.
• The trait theory of leadership is
based on the characteristics of
many leaders – both successful
and unsuccessful – and is used
to predict leadership
effectiveness.

11. Some of
the most
common
leadership
traits
identified,
are:
• Knowledge of the business
• Initiative
• Tenacity
• Energy
• Good cognitive skills and capable
of using good judgment and
decisions
• Flexibility
• Creativity
• Charisma
• Emotional intelligence
• Drive and motivation to succeed
• Confidence
• Honesty and integrity

12. How to Use
Trait Theory
of
Leadership:
Step 6 Develop a simple action plan of no more than 6 items to help
improve your skills.
Step 5 Discuss the findings with the group and agree where you can
improve.
Step 4 Submit all these findings and analyze where the gaps
between how you see yourself and how others do too.
Step 3
Share this survey with five other people in your team and
whom know you as a leader, and get them to complete the
assessment on how they perceive you as a leader.
Step 2 Take the Trait Theory of Leadership Survey yourself.
Step 1
Identify the typical traits of good leadership above, and start
identifying where you believe your strengths and weaknesses
are.

13. Behavioral Theory
These theories of leadership are
based upon the belief that great
leaders are made, not born.
Rooted in behaviorism, this
leadership theory focuses on the
actions of leaders not on mental
qualities or internal states.
According to this theory, people
can learn to become leaders
through teaching and
observation.
The behavior approach says that
anyone who adopts the
appropriate behavior can bea
good leader

14. Contingency
Theory
• The Contingency Theory of
Leadership states that a leader’s
effectiveness is contingent upon
with how his or her leadership style
matches to the situation
(Leadership Theories, n.d). That is,
the leader must find out what kind
of leadership style and situation he
or she thrives in. The Contingency
Theory is concerned with the
following:
– “There is no one best style of
leadership” (Fiedler’s
Contingency Model, n.d)
– A leader is effective when his or
her style of leadership fits with
the situation (Fiedler’s
Contingency Model, n.d)

15. Fiedler’s Contingency Model
Fiedler's model assumes that group
performance depends on:
Leadership style, described in terms of task
motivation and relationship motivation.
Situational favorableness, determined by three
factors:
A situation is defined by three
factors in the contingency theory:
Leader-Member Relation- how the leader
interacts with employees.
Task Structure- how tasks are set up by the leader.
Positional Power- the amount of power a leader
has over followers.

16. Path-Goal theory
A person may do these by adopting a certain
leadership style, according to the situation:
Directive leadership – it tells
subordinates exactly what they
are supposed to do, which includes
planning, making schedules,
setting performance goals and
behavior standards.
Supportive leadership - it shows
concern for subordinates well
being and personal needs.
Participative leadership - Decision
making is based on group
consultation and information is
shared with the group.
Achievement-oriented leadership -
Challenging goals are set and high
performance is encouraged while
showing confidence in the groups'
ability
According to path-goal theory, the leader’s
responsibility is to increase subordinates‟ motivation
to attain personal and organizational goal.

17. Exchange
theories
of
leadership
The Leader-Member Exchange Theory
• Getting the Best From all Team Members
The Leader-Member Exchange Theory first
emerged in the 1970s. It focuses on the
relationship that develops between
managers and members of their teams.
The theory states that all relationships
between managers and subordinates go
through three stages. These are:
• Role-Taking
• Role-Making
• Routinization (showing trust, respect, empathy,
patience, and persistence)

18. MOTIVATION
Any influence that
triggers, directs or
maintains behavior
Research is based upon
different variables that
affect motivation
• Individual Differences
• Organizational Contexts
• Manager Behaviors
• Process Theories

19. Content Versus Process
Motivation Theories
Content theories
explain why people have different needs
at different times
Process theories
describe the processes through which
needs are translated into behavior

20. Content Theories of Motivation
Alderfer’s
ERG Theory
Maslow’s
Need Hierarchy
Self-
Actualization
Esteem
Belongingness
Safety
Physiological
Growth
Existence
Herzberg’s
Theory
Motivators
Hygienes
Need for
Achievement
Need for
Power
Need for
Affiliation
McClelland’s
Learned Needs
Relatedness

21. Maslow’s
Hierarchy
Each individual has needs,
or feelings of deficiency
that drive their behavior
Once a need is satisfied,
then it is no longer
motivating
Needs are in a hierarchy
that an individual moves
up as they satisfy levels of
needs

22. Maslow’s Hierarchy
Self-
Actualization
Esteem
Affiliation
Security
Physiological

23. Levels of
Needs
Physiological/Survival
needs
Food, Clothing, Shelter,
Air
Security Feel safe, absence of
pain, threat, or illness
Affiliation
friendship, company,
love, belonging
first clear step up from
physical needs
Esteem Needs
self-respect,
achievement,
recognition, prestige
cues a persons worth
Self-Actualization
personal growth, self-
fulfillment, realization
of full potential
Where are YOU on the
hierarchy???

24. Alderfer’s
ERG
Consolidates Maslow into 3
categories
Existence-physiological and
security
Relatedness-affiliation
Growth-esteem and self-
actualization

25. ERG Model of Motivation
Frustration-Regression Satisfaction-Progression
Growth Needs
Relatedness Needs
Existence Needs

26. Herzberg’s
Two Factor
Theory
Some variable prevent
job dissatisfaction and
some variables
produce motivation
Hygiene factors-basic
needs that will prevent
dissatisfaction
light, temperature, pay,
parking
Motivators
when present cause
high levels of
motivation
interesting work,
advancement, growth,
etc.

27. Process
Theories
Reinforcement Theory
Expectancy
Equity
Justice Theory
Goal Setting

28. Reinforcement Theory
• Positive Reinforcement-rewards
• Punishment-Application of a negative
outcome
• Negative Reinforcement-removal of negative
outcomes when behavior is performed
• Extinction-absence of reinforcement
(removal of positive reinforcement)

29. Reinforcement Process
Stimulus
(situation)
Response
(behavior)
Consequences
(rewards and punishments)
Future Behavior

30. Goal
Setting
Theory
Assignment of specific, moderately
difficult, and providing feedback will
provide motivation to work
Employee participation
Receive rewards
Provide competencies for
achievement

31. Why Employee Motivation
Required?
• Mainly because it allows management to
meet the company's goals. ...
• Motivated employees can lead to increased
productivity and allow an organization to
achieve higher levels of output