1. Leadership and Motivation
QSB2413 Management Science

2. Who are the richest people in the
world?

4. What are the common
characteristics they have?

5. Leadership

6. Introduction
• Having strong leaders is paramount to all
organization’s success.
• Leaders recruit, hire, develop and motivate
the people.
• They help set the organization’s vision and
strategic direction, lead others to execute the
organization’s plans and to achieve its desired
results.

9. Leadership
• Leadership is broadly defined as a social
influence process that causes others to
achieve organizational goals.
• Leadership is not a position, title or privilege;
it is a responsibility and a process.

11. Leadership
• Leadership is an observable, understandable,
learnable set of skills and practices available
to everyone, anywhere in the organization.
• Leaders are made rather than born!

13. Leadership
• Leadership is the ability to influence people to
action.
• Leadership involves creating a vision of the
future, devising a strategy for achieving that
vision, and communicating the vision so that
everyone understands and believes in it.
• Setting an example that inspires people to
pursue goals that benefit the organization.
• Leaders have to build a culture that motivate
people to overcome obstacles.

14. What is the different between
managing and leading?

16. Managing vs Leading
• Managers carry out responsibilities, exercise
authority and focus on how to get things
done.
• Leaders are concerned with understanding
people’s beliefs and gaining their commitment
to take the organization in a prescribed
direction.

17. Managing vs Leading
• Managers and leaders differ in what they
attend to and in how they think, work and
interact.

18. Leadership Styles
3 different approaches

19. Leader-Centered Approaches
• Focus on leader in identifying and
understanding:-
(1) The traits and skills of leaders
(2) How leaders behave
(3) How they use power

20. (1) Leadership Traits and Skills
• Physical characteristics (such as height and
appearance), aspects of personality (such as self-
esteem, dominance, emotional stability) and
aptitudes (such as general intelligence, verbal
fluency and creativity) were thought to impact a
leader’s effectiveness.
• Do you think leaders differed in comparing by
seeing with regard to such traits in determining
he/she is successful or unsuccessful?

21. (1) Leadership Traits and Skills
• Successful leaders possess greater:-
Drive – need for achievement, sense of
responsibility, ambition, energy and initiative.
Motivation
Honesty and integrity
Extraversion and self-confidence
Conceptual ability
Business knowledge
• Leaders tend to have more of these traits than
others.

22. (1) Leadership Traits and Skills
• Leaders have to possess skills below:-
Technical skills – knowledge about methods,
processes, procedures and techniques
Human skills – related to interpersonal
relationships and managing individual
performance, providing feedback and improving
communication.
Conceptual skills – analytical ability, logical
thinking and inductive and deductive reasoning.

23. (1) Leadership Traits and Skills
• Having any or all of the qualities listed above
is not guarantee that you will become a
leader, nor does the absence of any one of
them rule out the possibility of you becoming
an excellent leader.
• Each situation may have particular
requirements that make certain traits or skills
more important in one situation than in
another.

24. (2) Leadership Behavior
• A second major leader-centered approach to
understanding leadership is to explore the
behaviors of leaders.
• The behavior approach examines what
effective leaders do rather than their
characteristics.
• The behavior approach assumes that what the
leader does is the primary determinant of
effectiveness.

25. (2) Leadership Behavior
• Behavioral models define a leader’s
effectiveness based on two orientations.
• The first is task orientation, such as setting
performance goals, planning and scheduling
the work, coordinating activities, giving
directions, setting standards, providing
resources and supervising worker
performance.

26. (2) Leadership Behavior
• The second is relations orientation, such as
showing empathy for the concerns and
feelings of others, being supportive of needs,
showing trust, demonstrating appreciation,
establishing reliable and stable relationships
and allowing subordinates to participate in
decision making.
• Both behaviors are important for effective
leaders.

27. (2) Leadership Behavior
• We can conclude that effective leaders use a
range of behaviors. These behaviors can be
learned and an important characteristic of
effective leaders is their ability to change and
adapt to the organizational settings in which
they manage.
• A great leader learns when and where to
exhibit both styles of leadership.

28. (3) Leadership Power
• Power is essential for leadership.
• Power is defined as the ability to use human,
information and material resources to get
something done.
• Authority is the right to get something done
and is officially sanctioned (legal) by the
organization.
• Power is the ability to get results with or
without the organization’s official sanctioning.

29. (3) Leadership Power
• Power is important for leaders to influence
not only subordinates but also peers,
supervisors and people outside the
organization such as clients and suppliers.

30. Follower-Centered Approaches
• Focus on the people led by the leader
Self-leadership
• In order for leaders to be effective, they must have
good followers.
• One of the most important characteristics of a good
follower is self-leadership.
• They are self-directed and self-motivated to perform,
have initiative and take action as appropriate.
• Employees who are ready to lead themselves.

31. Interactive Approaches
• How leaders interact with their followers and
how followers interpret their leader’s
behavior.
(1) Situational Leadership Model
(2) Empowerment
(3) Transformational Leadership

32. (1) Situational Leadership
• This model suggests that different leadership
approaches are appropriate for different
situations.
• To maximize employee performance, a leader
should use a leadership style that is
appropriate for the subordinate's level of
expertise and knowledge (referred to as
readiness) and the leader’s use of task versus
relationship behavior.

33. (1) Situational Leadership
• Readiness is the extent to which a subordinate possess
the ability, knowledge, skills, job experience and
willingness to complete a specific task.
• Subordinates have various degree of readiness
depending on their confidence and competence to
perform a task independently.
• Task versus relationship behavior reflects the extent to
which the leader focuses either on the task to be done
or employee relationships. (task orientation or
relations orientation)
**Identify the readiness, choose the appropriate
behavior to match the task (leadership style).

34. (2) Empowerment
• Empowerment enables employees to take
responsibility for both their work and the results
they achieve.
• Interaction of the leader who is giving up or
sharing power with those she leads so that they
will become more involved and committed to
independent, high-quality performance.
• Such power sharing provides people with a belief
in their ability and their sense of effectiveness.

35. (2) Empowerment
• Empowerment is often described as delegation of
power, authority or responsibility by those higher in the
organizational structure to those at the organization’s
lower levels of.
• Successful empowerment means that employees
understand their role in achieving the organization’s
mission; they have the skills, information and
motivation to make good decisions.
• Empowerment can be powerful motivational tool by
providing employees with both control and a sense of
accomplishment.

37. (3) Transformational Leadership
• Refers to the leader’s ability to influence
employees to achieve more than was
originally expected.
• This is most successful when the leader
understands the organization’s vision and can
articulate it well to the employees.
• Transformational leaders are able to generate
feelings of trust, admiration and loyalty, and
to tap deep values and respect from followers.

38. (3) Transformational Leadership
• Followers are motivated to achieve more than
was originally expected and view their work as
more important and as self-congruent.
• This motivation is created when the leader
makes subordinates more aware of the
importance and values of task outcomes,
helps them think beyond their own self-
interest to the needs of the work team and
the organization.

39. (3) Transformational Leadership
The leadership style of Steve Jobs
• He focuses on “transforming” others to help each
other to be encouraging and harmonious, and to
look out for the organizations as whole.
• His leadership creates valuable and positive
change in the followers.
• In his leadership he enhances the motivation
performance of his followers group, some people
also categorize him as a charismatic leader.

40. Motivation of people in their job
How to motivate and reward the
behaviors?

41. Definition
• Motivation refers to forces, either internal or
external to a person that influence action to
do something. (Leading – Motivating)
• The process of initiating and directing human
behavior. (what and how to perform)

42. (1) Maslow’s Hierarchy of Needs
• Needs-based approaches of employee
motivation.
• Emphasize specific human needs.
• The hierarchy provides a convenient
framework for managers.
• It suggests that as individuals develop, they
work their way up a hierarchy based on the
fulfillment of prioritized needs.

44. (2) David McClelland Theory
• David McClelland proposed the three-needs theory
(relevant motives or needs) that motivate behavior in
the workplace:
• Need for Achievement is represented by the drive to
excel, accomplish challenging tasks and achieve a
standard of excellence.
• Need for Power may involve either personal or
institutional power.
• Individuals with high need for personal power want to
dominate others for the sake of demonstrating their
ability to influence and control.

45. (2) David McClelland Theory
• Individuals with a high need for institutional
power want to solve problems and further
organizational goals. (Desire to be the
important motivator in organizations)
• Need for Affiliation is the desire for friendly
and close interpersonal relationships.
Individuals with high need for affiliation enjoy
working in teams and interaction with others,
such as coaching, teaching and counselling.

46. (3) Douglas McGregor Theory
Douglas McGregor proposed two distinct views
about human nature:
1. Negative view, Theory X
2. Positive view, Theory Y

50. Summary
• Leadership is broadly defined as a social
influence process that inspires people to
pursue goals that benefit the organization.
• An organization must have effective leadership
to succeed.
• An organization can help create a motivating
atmosphere by making the work environment
positive and conducive to productive output.
• Creating a culture in which all members can
contribute to their maximum potential.