This document provides an overview of topics related to leading and motivation. It discusses leadership styles like behavioural and situational leadership. It also outlines key leadership skills such as communication, motivation, and delegation. Additionally, it defines the differences between a mentor and coach. The document then examines theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y. It describes the relationship between motivation, performance, and engagement.

1. UNIT-4
LEADING AND MOTIVATION
By
B. CHAITANYA KIRAN
V.SUMANTH
Guided By
Thamballa Kiran

2. TOPICS
1. LEADING:
• Leadership
• Power and Authority
• Leadership Styles
– Behavioural Leadership
– Situational Leadership
• Leadership Skills
• Leader as a Mentor and Coach
• Leadership during adversity
and crisis
– Handling Employee and
Customer Complaints
• Team Leadership
2. MOTIVATION:
• Types of Motivation
• Relationship between
Motivation, Performance
and Engagement
• Content Motivational
Theories:
– Needs Hierarchy Theory
– Two Factor Theory
– Theory X and theory Y

4. Leadership is the ability of a manager to induce the
subordinates to work with confidence and zeal...!!!
It is also painting a vision for others to follow...!!!

5. Power is the ability to do
something the specific way you
want to do it by any means
necessary.
Authority is when a
person has right to give you
an order or direction.

10. Leadership style is a leader’s method of
providing direction, implementing plans,
and motivating people...
These are some additional leadership styles...
1. TRANSACTIONAL LEADERSHIP
2. AUTOCRATIC LEADERSHIP
3. TRANSFORMATIONAL LEADERSHIP
4. SERVANT LEADERSHIP
5. CHARISMATIC LEADERSHIP
6. DEMOCRATIC LEADERSHIP
7. LAISSEZ-FAIRE LEADERSHIP
8. BUREAYCRATIC LEADERSHIP

11. BEHAVIOURAL LEADERSHIP
 They focus on the study of specific behaviours of a leader...

12. Situational leadership
 Introduced by Paul Hersey & Kenneth H.Blanchard in
1969 as “life cycle theory of leadership”.
 They have explained the theory in their books, The
Situational Manager and Leadership & the One Minute
Manager respectively.
 Ex: You have an assignment to complete and also had
an other commitment at the same time. You choose to
assign the task to an equally competent associate of
yours...  
 Fiedler Contingency theory also states that your
effectiveness as a leader is determined by how well
your leadership style matches situation.
 Leader – Member Exchange(LMX) theory.

16. LEADERSHIP SKILLS
 Communication
 Motivation
 Delegating
 Positivity
 Trustworthiness
 Creativity
 Feedback
 Responsibility
 Commitment
 Flexibility

17. 1. Communication:
 Active listening
 Articulating (able to express thoughts)
 Business storytelling
 Clarity
 Concision (short and sweet)
 Correspondence
2. Motivation:
Allowing employee
autonomy (control/decisions)
Asking for input
Assessing interests of
staff
Convincing
mentoring
3. Delegating:
Accepting feedback from
employees
Allotting resources for
employees
Assessing employee strength
and weaknesses
Defining expectations
4. Positivity:
•Caring
•Conflict management
•Developing rapport
•Diplomacy
•Encouraging
•Empathetic (sharing feelings/emotions)

18. 5. Trustworthiness:
Ability to apologize
Accountability
Business ethics
Confidentiality
Conscientious
6. Creativity:
Analytical
Cognitive flexibility
Conceptualization
Critical thinking
7. Feedback:
Building confidence in
employees
Clarity
Clearly laying out expectations
Coaching
8. Responsibility:
Acknowledging mistakes
Being open to customer
feedback
Evaluating best solutions
Forecasting

19. 9. Commitment:
Applying feedback
Commitment to employment objectives
Determination
Embracing professional development
Following through
10. Flexibility:
Ability to learn new skills
Ability to respond to new problems or issues
Adaptability
Improvising
Negotiating
Open to feedback

21. A Mentor seeks to make
the world better through helping
individuals and inspiring them to
help others...!!!
A Coach
supports a learner
or client in
achieving a specific
personal or
professional goal
by providing
Training or
Guidance.

22. Handling employees complaints:
• This is Leadership during adversity and crisis.
• Ask the employee to detail the complaint.
• Great agreement on the substance of complaint.
• Ask the employee for suggested solutions.
• Agree on a solution or set up a schedule for further
investigations.
• Schedule a follow-up meeting.
• Finally, Solve the problem. 

24. Leadership during adversity and crisis in
management
• Make tough decisions quickly.
• Present a plan as soon as possible.
• Appear confident and trustworthy.
• Focus on future.
• Communicate widely about problems.
• Divide major problems into small chunks to
make it easier to view and solve it successfully
by employees themselves so that everyone
agrees that and feel fulfilled... 

25. -Esprit de corps-

26. --**The End**--
 The end is not the end of our 4th unit. It’s
only the end of the 1st part in our 4th
unit...!!!!
 Build your leadership abilities...
    
 Now, Let’s get Motivated from
this 2nd part...!!! ©

27. MOTIVATION:
DEFINITION: “Motivation is a willingness to expand
energy to achieve a goal or reward. It is a force that
activates dormant energy and sets in motion the
action of the people. It is the function that kindles a
burning passion for action among the human beings
of an organise”

28. ?

29. TYPES OF MOTIVATION:

30. The types of motivation in business include:
 Intrinsic and Extrinsic motivation
 Financial and Non-Financial motivation
 Achievement motivation
 Incentive motivation
 Fear motivation
 Power motivation
 Competence motivation
 Expectancy theory of motivation
 Equity theory of motivation
 Attitude motivation

31. RELATIONSHIP BETWEENMOTIVATION, PERFORMANCE
&ENGAGEMENT:-
There is direct relationship between
Motivation, Engagement and Engagement.
A highly motivated employee is grossly engaged
in his work with no disturbances from different
sides, both within and outside , and performs at
his best at the work front.
In other words, Engagement is vital for
organizational success...

32.  Motivation can be defined as "the willingness
to exert and maintain an effort towards
organizational goals."
 Performance is the way an employee works
after he is motivated. It is all about his
maximum & best to the organization to the
motivation, determination & dedication.
 Engagement has been defined as “a heightened
emotional connection an employee feels for
his/her organization that influences him/her
to exert greater discretionary effort to the
work.”

33. CONTENTMOTIVATIONALTHEORIES:
Needs HierarchyTheory:
Need theory, also known
asThree NeedsTheory,
proposed by psychologist
David McClelland, is a
motivational model that
attempts to explain how
the needs for achievement,
power, and affiliation affect
the actions of people from a
managerial context.
(1. Needs HierarchyTheory
2.Two FactorTheory
3.Theory X &TheoryY)

34. Maslow's Hierarchy of Needs Theory

35. Two FactorTheory:-
The two-factor theory (also known as
Herzberg's motivation-hygiene theory and
dual-factor theory) states that there are
certain factors in the workplace that cause job
satisfaction while a separate set of factors cause
dissatisfaction, all of which act independently of
each other

36. TWO FACTOR THEORY:
(Herzberg's motivation-hygiene theory)

38.  Theory X and Theory Y were first explained by McGregor in
his book, "The Human Side of Enterprise," and they refer to
two styles of management – authoritarian (Theory X) and
participative (Theory Y).
 If you believe that your team members dislike their work
and have little motivation, then, according to McGregor,
you'll likely use an authoritarian style of management. This
approach is very "hands-on" and usually involves
micromanaging people's work to ensure that it gets done
properly. McGregor called this Theory X.
 On the other hand, if you believe that your people take
pride in their work and see it as a challenge , then you'll
more likely adopt a participative management style.
Managers who use this approach trust their people to take
ownership of their work and do it effectively by
themselves. McGregor called this Theory Y.

40. ©