Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.

1. Professional Certificate in
Human Resources Management
Leadership and Motivation
Mahesh Weeratunge
Certified Professional Marketer
MBA (UK), CPM(APMF), MAPMF, PG. Dip(M) SL, Dip M(SL), MSLIM
Snr. Lecturer, Examiner, Corporate Trainer and Practitioner

2. Planning
Organizing
Leading Staffing
Controlling
Human Resources Management
Process

3.  The Nature of Leadership
 Contemporary Leadership
 From Management to Leadership
 Leadership Traits
 Behavioral Approach
 Contingency Approaches
 Charismatic and Transformational Leadership
 Power and Influence
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Overview

4.  Leadership occurs among people, involves
the use of influence (relationship among
people) and is used to attain goals.
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The Nature of Leadership

5.  Leadership define as ability to influence
people towards the attainment of goals
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Leadership

6.  Leadership style (how we think and practice)
drastically changed due to ethical and economic
difficulties, corporate governance, globalization,
change in technology, new way of working, shifting
employee expectation, significant social transition
are few.
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Modern Leadership

7.  Level 5 Leadership
 Servant Leadership
 Authentic Leadership
 Interactive Leadership
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Leadership Approach in
Present Context

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Level 5 Leadership
Jim Collins and research associates

9.  A servant leader go-beyond self-interest to
serve others and the organization
 Servant Leaders are operate on two levels:
◦ Fulfillment for their subordinate's goals and
needs
◦ Realization of the larger purpose or mission of
their organization.
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Servant Leadership

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Characteristics of Servant
Leadership
 Listening
 Empathy
 Healing/ Remedial
 Awareness
 Persuasion
 Foresight/Anticipation
 Commitment to the growth of
people
 Building community

11.  Authentic leadership refers to leadership by
individuals who know and understand
themselves, who adopt and act consistent
with higher order ethical values, and who
empower and inspire others with their
openness and authenticity.
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Authentic Leadership

12.  Purpose with a passion
◦ Know purpose of leadership
◦ Demonstrate high passion and commitment to purpose, and
inspire commitment from followers
 Practice Solid values
◦ Values shaped by personal belief and stay true them even
under pressure
 Lead with the heart and the head
 Establish Connected relationship
 Demonstrate self discipline
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Characteristics of Authentic
Leadership

13.  Leader favor consensual (which people in
general agree with) and collaborative process
and influence drivers from relationship rather
than position power and formal authority.
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Interactive Leadership

14. Manager Quality Leader Quality
Rational / Balanced Visionary
Maintains stability Promote change
Assigns tasks Defines Purpose
Organize Nurtures/influence
Analyze Innovates
Position Power Personal Power
Do things right Do the right thing
Direct People Motivate
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Manager Vs Leader

15.  Traits are distinguishing personal
characteristics;
◦ Intelligence
 More intelligent than non-leaders, Scholarship,
Knowledge, Being able to get things done
◦ Energy and Personality
 Verbal facility, Honesty, Initiative, Aggressive,
Ambitious, Sociability, Adaptability
◦ Self confidence
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Leadership Traits

16.  Two basic leadership behaviors
identified as important for leadership are
◦ Task oriented behavior
◦ People oriented behavior
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Behavioral Approach

17.  Contingency leadership approach means;
leadership that can be changed according to
the given situation on condition
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Contingency
Approaches

18.  Fiedler’s Contingency Theory describe the
suitability of a leadership style is determined by
whether the situation is considered favorable or
unfavorable to the leader.
 Starting point is extent to which the leadership is
task oriented or people oriented.
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Fiedler’s Contingency Theory

19.  Charismatic leader is a leader who has the
ability to inspire and motivate people to go
beyond their expected performance, even to
the point of personal sacrifice
◦ Eg. Mother Theresa, Religious and Terrorist
leaders
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Charismatic and
Transformational Leadership

20.  Transformational leader is distinguished by
special ability to bring about innovation and
change by creating an inspiring vision,
shaping values, building relationship and
providing meaning for followers. Acting as a
role model.
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Charismatic and
Transformational Leadership

21. Motivation
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22.  Motivation is the arousal of enthusiasm and
persistence to examine a certain course of
action.
 Motivation can be due to;
◦ External factor
◦ Factor within the person
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Motivation

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Motivation
 Basic motivational concepts
 Motivation—the forces within the individual that account for
the level, direction, and persistence of effort expended at
work.
 Reward—a work outcome of positive value to the individual
 Extrinsic rewards—valued outcomes given to someone by
another person.
 Intrinsic rewards—valued outcomes that occur naturally as a
person works on a task.

24. Need
BehaviorReward
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Simple Model of Motivation

25.  Rewards are of two types
◦ Intrinsic rewards – satisfaction performing a
particular action.
◦ Extrinsic rewards – receive from outside
party or another person such as salary
increment etc.
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Rewards

26.  Content theories emphasize the need that
motivate people
◦ Maslow’s Hierarchy of Needs
◦ ERG Theory
◦ Herzberg Two Factor Theory
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Content Perspectives on
Motivation

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28.  Modified version of Maslow by Clayton
Alderfer
 ERG identified three categories of needs
◦ Existence Need
◦ Relatedness Needs
◦ Growth Needs
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ERG Theory

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Two Factor Motivational Theory
 Hygiene factors are needed to ensure an employee
does not become dissatisfied. They do not lead to
higher levels of motivation, but without them there is
dissatisfaction.
People are influenced by two factors:
 Motivation factors are needed in order to motivate an
employee into higher performance. These factors result
from internal generators in employees.

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Examples of “Hygiene” Needs or
Maintenance Factors
The organization, its policies & administration
Kind of supervision (leadership & management, including perceptions)
Relationship with supervisor
Work conditions (including ergonomics)
Salary
Status
Job security
Interpersonal relations

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True Motivators
Achievement
Recognition for achievement
Work itself (interest in the task)
Responsibility
Growth and advancement

32.  How people select behaviors with which to
meet their needs and determine whether their
choices were successful
◦ Goal Setting Theory
◦ Equity Theory
◦ Expectancy Theory
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Process Perspectives on
Motivation

33.  Key components of Goal setting theory
◦ Goal Specificity
◦ Goal difficulty – easy goals less motivated and less
challenges. So less output
◦ Goal Acceptance – commitment
◦ Feedback – how well they work in achieving goals
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Goal Setting Theory

34.  Equity theory focuses on individuals’ perception of
how fairly they are treated compared with others.
 Inequity occurs when the input-to-outcome ratio are
out of balance.
◦ Eg; inexperienced employee and experienced and
qualified employee getting the same salary.
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Equity Theory

35.  Expectancy theory discuss that motivation depends on
individuals’ expectations are about their ability to
perform task and received desired task.
 This is discussed with Victor Vroom study of the
subject.
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Expectancy Theory

36.  Reinforcement theory looks at the relationship between
behavior and its consequences
 This focuses on changing or modifying employees on
the job behavior through the appropriate use of
immediate rewards or punishments
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Reinforcement Perspective on
Motivation