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Views on Leadership & Motivation

Views on Leadership & Motivation. Often leadership & motivation are misunderstood words in management Important not to underestimate importance of both or links between the two Understanding of leadership and motivation in second half of 20 th century guides modern views.

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Views on Leadership & Motivation

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  1. Views on Leadership & Motivation • Often leadership & motivation are misunderstood words in management • Important not to underestimate importance of both or links between the two • Understanding of leadership and motivation in second half of 20th century guides modern views

  2. Characteristics of Leadership • A process • Involves influence • Occurs within a group context • Involves goal attainment (Northouse, 1997)

  3. Defining Leadership ‘A process in which an individual influences other group members towards the attainment of group or organisational goals’ (Shackleton, 1995)

  4. Leadership Traits (1 of 2) • Drive to achieve • Motivation to lead • Honesty and integrity • Self confidence • Ability to withstand setbacks

  5. Leadership Traits (2 of 2) • Standing firm • Emotionally resilient • Cognitive ability • Knowledge of the business (Kilpatrick & Locke, 1991)

  6. Traits of Charismatic Leaders • Dominant • Strong desire to influence • Self confident • Strong sense of moral values (House, 1976)

  7. Components of Emotional Intelligence • Self awareness • Self regulation • Motivation • Empathy • Social skills (Goleman, 1998)

  8. Traits of Inspirational Leaders • Understand and admit own weaknesses • Sense the needs of situations • Have empathy • Self aware (Goffe, 2002)

  9. Leadership Styles Theory X and Theory Y Management style should reinforce Theory Y (McGregor, 1960)

  10. Blake & Mouton Four Leadership Styles Table 14.1  Blake and Mouton’s four leadership stylesSource: Adapted from R.R. Blake and J.S. Mouton (1964) The Managerial Grid. Houston, Texas: Gulf Publishing.

  11. Criticisms of Blake & Mouton • An assumption that 9,9 style is the ideal yet this has not been substantiated by research • Approach fails to account for the characteristics of the situation and nature of followers (Northouse, 1997)

  12. Leadership Styles for Different Situations • Contingency models address the importance of context • Appropriate leadership style should be dependant on diagnosis of readiness – situational leadership

  13. Different Contingency Models • Hersey and Blanchard’s four styles of leadership • Fielder’s matching factors • Goleman’s

  14. Adapting Leadership Style to Demands of the Environment • Task behaviour • Relationship behaviour

  15. Hersey & Blanchard’s Four Styles of Leadership • Supportive • Delegation • Coaching • Directing

  16. Supportive Style • High relationship behaviour • Low task behaviour • Followers are able, but unwilling or insecure

  17. Delegation Style • Low relationship behaviour • Low task behaviour • Followers are able and willing or confident

  18. Coaching Style • High relationship behaviour • High task behaviour • Followers are unable, but willing or confident

  19. Directing Style • Low relationship behaviour • High task behaviour • Followers are unable and unwilling or insecure

  20. Fiedler’s Contingency Model Leadership behaviour is matched to three factors in a situation • Nature of the relationship between the leader and members • Extent tasks are structured • Position of the leader

  21. Differences Between Models • Best style – leaders developed to lead in one best way • Contingency – stress flexibility

  22. Transformational Leadership • Focus on leader’s role at strategic level • Shows elements of the trait approach • Use a set of ideal behaviours • Leader usually characterised as hero • Leaders involve followers by generating high commitment • Leaders communicate high expectations

  23. Factors That Dilute Concentration on One Top Leader • Globalisation • Technology • Levels of change • Dissatisfaction with corporate failures • Increasing team work

  24. Top Five Skills of Leaders Table 14.4 Leadership skills compared Source: Adapted from A. Rajan and P. van Eupen (1997) ‘Take it from the top’, People Management, 23 October, pp. 26 and 28.

  25. Motivation Theories Tapped Into By Leadership • Expectancy has an impact on motivation • Social needs are important • Importance of the work itself • Different people are motivated by different things • Social influences

  26. Summary • Leadership – a process where one person influences others to achieve goals • Leadership is about motivation • Behavioural models are more helpful • Contingency models take account of a range of factors • Transformational leadership treats the leader as a hero • Leadership theories tap into concepts of motivation

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