Lecture 4

Working with and
Leading People

Lecturer: Afsheen Aslam

Empire College London - Innovative Approach to Education

Learning outcomes:

The learners will be able to understand;

 The various motivation theories applies
in the organisation and its importance
for the managers.
 Who are the leaders and their role in
organisation in order to perform their
jobs.


Leadership:
As a process, the use of nonco-ercive
influence to shape the group’s or
organisation’s goals, motivate behaviour
toward the achievement of those
goals, and help define group or
organisation culture; as a property, the
set of characteristics attributed to
individuals who are perceived to be
leaders.


Leader:
A person who can influence the behaviours
f others without having to rely on force;
a person accepted by others as a leader.

Influence: is the process by which an
individual or group exercises power to
determine or modify the behaviour of
others.


Leadership:
Establishing direction: developing a vision of the
future, often the distant future, and strategies for
producing the changes needed to achieve that vision.
Aligning people: communicating the direction by
words and deeds to all those whose cooperation may
be needed to influence the creation of teams and
coalitions that understand the vision and strategies
and accept their validity.
Motivating and inspiring: energizing people to
overcome major political, bureaucratic and resource
barriers to change by satisfying very basic, but often
unfulfilled human needs.

Leadership in organisations:

Most definitions of leadership reflect the
assumptions that it is a relationship through
which one person influences the behaviour
or actions of other people in an
organisational context.
It is a dynamic two-way process of leading
and following that can affect both individual
and organisational performances.
For example, a leader can influence the
interpretation of events, the motivation of
people to achieve the objectives etc.

Leadership traits:

Studies on leadership focused on
qualities, personality characteristics or traits
which were thought to make a good leader.
The trait approach assumed that some basic
trait or set traits existed that differentiated
leaders from non-leaders.
It includes; personal magnetism or
charisma, interpersonal skills, analytical
thinking, imagination, decisiveness, trustwor
thiness, persuasiveness, self-
motivation, flexibility and vision.

Contingency approach:

According to Handy (1987), the factors in any
situation which influence the effectiveness of a
particular management style are as follows;
a. The leader (his or her personality, character and
preferred style of operating).
b. The subordinates (their individual and collective
personalities, and their preference for a styles of
leadership).
c. The task (the objectives of the job, the
technology of the job, methods of working and
so on).
d. The environment of management (which we
will discuss below).

Leadership styles:

Goleman (2000) suggests that effective
leaders choose from six distinctive
leadership styles;
1. Coercive: do what I tell you

2. Pacesetting: do as I do, now

3. Coaching: try this

4. Democratic: what do you think?

5. Affiliative: people come first

6. Authoritative: come with me


Transformational leaders:
Transformational leaders create conditions for
followers to want to achieve results and to fulfil
themselves. They are thought to engage followers
by employing one or more of the 4 I’s to inspire
voluntary and enthusiastic responses to their
influence attempts.
1. Individual consideration

2. Intellectual stimulation

3. Inspirational motivation

4. Idealised influence


Leadership and successful change
in organisations:
Organisations are reshaping themselves to change
quickly in order to meet the needs of their
customers, changes in economic conditions, rapid
developments in technology and globalisation and to
do this they need highly committed and flexible
worker.
Organisation go through four main stages;
1. Formative stage

2. Rapid growth

3. Maturity/boom

4. Decline/recession


Motivation Theories:

 Maslow Hierarchy of Needs
 Herzberg Motivation
 McGregor Theory
 Vroom and Expectancy Theory
 MaCrae and Costa personality dimension
 Motivation and performance
 Rewards and incentives
 Motivation and managers
 Monetary and non-monetary rewards

Maslow’s hierarchy of Needs

“Motivation is a process by which the
behaviour of an individual is influenced by
others, through their power to offer or
withhold satisfaction of the individual’s
needs and goals.”

A theory of motivation that suggests that
people must satisfy five groups of needs in
order-
physiological, security, belongingness, estee
m, and self-actualisation.

Fulfilment of personal
potential

For
independence, recognitio
n, status respect from
others

For
relationships, affection, b
elonging

For
security, order, predictabi
lity, freedom from threat

Food, shelter

Two-Factor Theory

Herzberg’s Two-Factor theory is a “content
theory” of motivation.
Herzberg analysed the job attitudes of 200
employees who were asked to recall when
they had felt positive or negative at work
and the reasons why.
From this research, Herzberg suggested a
two-step approach to understanding
employee motivation and satisfaction


A theory that identifies two sets of factors that
influence job satisfaction:
 Motivator Factors:
Job-content factors such as
achievement, recognition, responsibility, advance
ment, and the work itself.
 Hygiene Factors:
Job-context variables such as salary, interpersonal
relations, technical supervision, working
conditions, and company policies and
administration.


Hygiene Factors Motivator Factors

Salary Achievement
Technical supervision
Recognition
Company policies and
administration Responsibility
Interpersonal relations Advancement
Working conditions The work itself


Expectancy Theory

Vroom’s theory:
A theory of motivation that suggests that
motivation depends on two things- how
much we want something and how likely
we thing we are to get it.
In 1964, Victor Vroom worked out a
formula by which human motivation
could actually be assessed and
measured, based on expectancy theory.


Social character and
personality dimensions

MaCcoby (1998) argues that people
coming into employment today have
different needs from employees of the
past. It is due to the change, e.g. The
way people are educated and social
relationships.
Work has to match workers’ dominant
values for them to be motivated.
More employees valued theory than
organisation.

Intrinsic motivation; results when
internal drives and values are engaged at
work.
Extrinsic motivation; which has to do
with control, getting people to do
something they may not want to do.


Costa & McCrae’s 5 factor theory

A personality trait is a stable disposition to
behave in a certain way
(eg.honest, friendly, moody).
Personality is used to explain the stability
of a person’s behaviour and how a
person is distinct from other people.
The five factor theory of personality was
developed by Robert McCrae and Paul
Costa (2003).


The five-factor model is comprised of
five personality dimensions (OCEAN).
1. Openness to Experience vs not open
to experience
2. Conscientiousness vs undirectedness

3. Extraversion vs introversion

4. Agreeableness vs dislike

5. Neuroticism vs emotional stability


Motivation and Managers

Is motivation really so important?
It could be argued that if a person is
employed to do a job, he will do that job
and no question of motivation arises. If the
person doesn't want to do the work, he can
resign. So why try to motivate them?
It is suggested that if individuals can be
motivated, by one means or another, they
will work more efficiently or they will
produce a better quality of work.

Managers need to be aware, however, that
motivation is not an exact science. In particular
the case for job satisfaction as a factor in
improved performance is not proven.
You should be clear in your won mind that although
it seems obviously a Good Thing to have
employees who enjoy their work and are
interested in it, there is no reason why the
organisations should want a satisfied work force
unless it makes the organisation function better.
It is good for human reasons, but it must be
relevant to organisational efficiency or
effectiveness.

Rewards and Incentive

Rewards:
A reward is a token given to an individual
or team in recognition of some
contribution or success.
Incentive:
An incentive is the offer or promise of a
reward for contribution or
success, designed to motivate the
individual or team to behave in such a
way as to earn it.

Monetary and Non-Monetary

Non-Monetary Reward:
Job satisfaction
1. Job enrichment: is
planned, deliberate action to build
greater responsibility breadth and
challenge of work into a job.
2. Job enlargement: is the attempt to
widen jobs by increasing the number of
operations in which a job holder is
involved.

Monetary rewards:
What do people want from pay?
Cash incentives


QUESTIONS
AND
ANSWERS


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