Motivational leadership edited

MOTIVATIONAL LEADERSHIP
Samuel Tengey, PhD
Email: mcsam3000@gmail.com
Motivational Leadership Samuel Tengey 1

Opening Remarks

Objectives
• To help you understand:
–Motivation;
–Things that motivate;
–The process of motivating others and
–How to lead people by motivating
them effectively to perform at the
desired level

Overview

Introduction

Motivation – what is it?
“The extent to which
persistent effort is directed
toward a goal”
(Campbell, Dunnette, Lawler & Weick, 1970)
(Effort, persistence, direction,
goal) 8
Motivational Leadership Samuel
Tengey

9
Motivation
The force within us that activates our
behaviour. It is a function of three distinct
components: Intensity, Direction, and
Persistence.
MMoottiivvaattiioonn
Intensity Direction Persistence
Tengey

Leadership
• Leadership is, by all standards, INFLUENCE:
–Persuasion
–Motivation/Rewards
–Direction
–Exemplary
–Coercion
Position is only the starting point of leadership;
influence is what takes you to the finishing line

Leadership
1. Leadership: act and process of influencing
2. Leadership: what leaders do
3. Leadership: a group of individuals
appointed and mandated to lead
Appointed leader’s role is to
achieve goals working through
people; not doing it themselves

12
The Motivational Leader
Motivational leaders are
able to create in others the
energy that gives rise to the
persistent effort that is
directed toward an
organisational goal
Tengey

Motivational Leader
Motivational Leadership Samuel 14
Tengey

15
Leadership & Motivation
Tengey

Thinking/assumptions about people

Hertzberg’s Two-factor Theory

Hygiene Factors (extrinsic)

Motivators (intrinsic)

1. Maslow’s Needs Hierarchy

2. Alderfer’s ERG Theory

2. Alderfer’s ERG Theory
• Everyone possesses some amount of each
(existence, relatedness and growth) but
each person leans more towards one than
the other.
• The Leader’s task: identify generalities, and
uniqueness of individuals and what
motivates them

Equity Theory (Adams, 1963)

Model of Equity Theory
Is versus Ir
Os Or
I = Inputs - employee’s contribution to employer
R = Referent - comparison person
S = Subject the employee judging fairness of the
exchange
O = Outcome

Equity Theory – (Adams, 1963)
• Case 1: Equity -- pay allocation is perceived to be to
be fair - motivation is sustained
• Case 2: Inequity – Underpayment (failure to be
promoted in spite of hard work) Employee is
motivated to seek justice. Work motivation is
disrupted: withhold labour, be disruptive, etc
• Case 3: Inequity – Overpayment (being promoted in
spite of lazy attitude) Employee may try to make up;
other would fee inequity
• Leader’s task: ensure equity in task allocation,
performance appraisal and reward system. These must
as much as possibleMo tbivaetio nlaol Legadiecrshaip lSlaymu elli Tnenkgeyed 25

Needs Theory (McClelland, 1961)

N-Ach (Choleric)
• Has a strong need to set and accomplish
challenging goals.
• Takes calculated risks to accomplish their goals.
• Likes to receive regular feedback on their
progress and achievements.
• Often likes to work alone.
• Leaders’ task:
– create a system that makes this possible;
– identify those who are inclined to be
motivated by this and apply it on them

N-Aff (Sanguine/Phlegmatic)
• Wants to belong to the group.
• Wants to be liked, and will often go along with
whatever the rest of the group wants to do.
• Favors collaboration over competition.
• Doesn't like high risk or uncertainty
–create a system that makes this possible;
–identify those who are inclined to be
motivated by this and apply it on them

N-Pow (Choleric/Melancholic)
• Wants to control and influence others.
• Likes to win arguments.
• Enjoys competition and winning.
• Enjoys status and recognition.
–create a system that makes this possible;
–identify those who are inclined to be
motivated by this Motivational Le aadernshipd Sam uael pTengpey ly it on them 29

Leadership and Motivation
• THE LEADERSHIP QUESTION
In appointing people to leadership
position and rewarding them,
what do we look for: being able to
do the work all by themselves OR
enabling and supporting others to
Motivationadl Leaoders hipi Stam?uel Tengey 30

1. Focuses on Task Function
 Clarify the vision, goals, objectives: define the
task with absolute clarity
 Provide resources, information, etc necessary
for task accomplishment
 Address, remove obstacles and roadblocks to
task performance
 Reward efforts towards goal achievement

1. Focuses on Task Function
What roadblocks (setbacks, challenges) need to
be removed to get the work done?
– communication breakdown in reporting,
– obsolete technology,
– unnecessarily lengthy administrative
procedures and lengthy business processes,
– structural and cultural constraints,
– financial constraints)?

2. Focuses on Team Maintenance Function
 Don’t work/allow others to work as a lone ranger
 Identify strength of team members
 Assign roles according to strengths
 Address team skill shortage challenges
 Develop a team spirit by creating a culture of
interdependence
 Give team projects that require members to rely
on each other’s strengths
 Empower the teaMmotiva ttioonal Lewaderoshirp Skamuel Tengey 33

Discover Individuals’ Uniqueness, Resources, Needs
The leader spends time, resources, and energy to
learn about their team.
Based on the principles of knowledge
management, the leader asks the questions:

• What and who is the talent pool?
• What personality types are they made of?
• What expertise and skills make up the team?
– Strengths and abilities of individuals
–Weaknesses and shortcomings of individuals
–Who can do what: analysis of the team
members’ strengths
• Where are the team strength and weakness?
--Collectively, what can they do:
– Best
– Poorly? Motivational Leadership Samuel Tengey 35

• What does the team want and need to be
successful? –
– tangible (resources, skills, training,
development),
– intangible – motivation, encouragement,
inspiration, recognition)

what are the consequences for:
• Excellent performance?
– Is excellent performance followed by
oPositive outcome (reinforcement, recognition)
onegative outcome (negative reinforcement,
failure to recognise and acknowledge)
• Non-performance or poor performance?
– is average or below average performance followed
by:
opositive outcomes
onegative outcomes

3. Focuses on Individual Maintenance Function
 Identify strengths and weaknesses of
individuals
 Identify individual needs and provide solution
 Provide relevant coaching through the use of
one-to-one sessions
 Remove hurdles militating against individuals
 Celebrate people for their strengths
 Help members to address their weaknesses
 Find time to relate Motivational Lteaoder shtiph Saemumel Ten gaeys individuals 38

The leader must first have in place:
 clear vision,
 definable values,
 Clear strategy
 Strong ethics
 Authentic communication,
They must be genuinely motivated to promote:
– collaboration and
– positive energy Mtothivartioonaul Legadehrshoip uSamtu etl Thenegey company. 39

• Motivational leaders are committed to developing
an environment for people to work in that is
 Predictable,
 Safe, and
 Consistent.
Leaders can only provide an opportunity for
employees to become motivated. In the end, it is
each employee’s responsibility to take charge of
their own motivation. Motivational leadership also
ensures that leaders manage systems and lead
people. Motivational Leadership Samuel Tengey 40

Conclusion
• No leader can motivate people to work; they can
create the environment in which motivation
develops and thrives
• Most people come to work ready to work but
they can be frustrated by organisational culture
and management practices that may lead to
being unproductive
• Skills are necessary but not sufficient in resulting
in excellent performance
• Regardless of their level of qualification, skill and
expertise, de-motivated people cannot deliver
excellent performMotivaatinonacl Leeadership Samuel Tengey 41

Conclusion
• As a leader, your task is NOT to perform all the
task all by yourself; your task is to task your
people to perform the task by becoming clear in
your expectations on them, and by providing
every necessary support and assistance they
require to be successful in performing the task
• You need to provide the system and
environment in which your subordinates are
motivate to give of their best
• When you end up performing the task all by your
self, you frustrate your subordinates; they
become dormant, i Motivatidonall eLea,de rbshipo Sarmeuel dTen,g eay nd loss interest42

Conclusion
• Just like the lights and air condition in your
office, your subordinates need to be turned on
each and everyday that they work under you
• Everybody has something turns them on; this is
what we mean by what motivates them
• As a leader your task is to know what turns
each of your subordinates on and off
• Everybody can become a motivational leader,
even you!

Motivational leadership edited

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