1. Motivation & Leadership by Md. Arifur Rahman

2. NATURE OF MOTIVATION Motivation is the force energising, or giving direction to, behaviour. It is a complex interaction of behaviours, needs, rewards, reinforcement and cognitive activities.

3. NATURE OF MOTIVATION ability motivation environmental conditions performance = X X

4. NEEDS THEORIES Hierarchy-of-needs theory (Maslow) Two-factor theory (Herzberg) ERG theory (Aldefer) Acquired-needs theory (McClelland) – achievement, affiliation, power

5. NATURE OF MOTIVATION ability motivation environmental conditions performance = X X

6. NATURE OF MOTIVATION ability motivation environmental conditions performance = X X

7. NEEDS THEORIES Existence needs Physiological (food, water) Pay Benefits Working conditions Existence needs Physiological (food, water) Pay Benefits Working conditions Relatedness needs Relationships with family, work and professional groups Relatedness needs Relationships with family, work and professional groups Growth needs Creativity Innovation Productivity Growth needs Creativity Innovation Productivity Satisfaction-progression principle Frustration-regression principle Satisfaction-progression principle Frustration-regression principle

8. COGNITIVE THEORIES Expectancy theory Equity theory Goal-setting theory

9. REINFORCEMENT THEORY Theory arguing that our behaviour can be explained by consequences in the environment.

10. SOCIAL LEARNING THEORY Social learning theory (Bandura) Theory arguing that learning occurs through continuous reciprocal interaction of our behaviours, various personal factors and environmental forces.

11. SOCIAL LEARNING THEORY Learning occurs by continuous interaction between our behaviours, personal factors and environmental forces, viz.: Symbolic processes Self-control/regulation Vicarious learning

12. LEADERSHIP Process of influencing others to achieve organisational goals.

13. HOW LEADERS INFLUENCE OTHERS Sources of leadership power: Legitimate power Power stemming from a position’s placement in the managerial hierarchy Reward power Power based on the capacity to provide valued rewards to others

14. HOW LEADERS INFLUENCE OTHERS Sources of leadership power: Cont’d Coercive power Power based on the ability to punish others Expert power Power based on the possession of expertise valued by others

15. HOW LEADERS INFLUENCE OTHERS Sources of leadership power (cont.): Information power Power based on access and control over the distribution of information Referent power Power resulting from being liked, admired or identified with

16. HOW LEADERS INFLUENCE OTHERS Empowerment supports leadership: Increases manager’s ability to elicit support from subordinates Increase in worker motivation & commitment Decrease in supervisory effort Increase in time spent on non-supervisory management activities

17. HOW LEADERS INFLUENCE OTHERS Likely reaction to use of power: = Resistance = Compliance = Commitment Referent expert Legitimate information reward Coercion

18. LEADERSHIP TRAITS Distinctive internal qualities or characteristics of an individual, such as physical and personality characteristics, skills, abilities and social factors

19. LEADERSHIP TRAITS Early research identified no common leadership traits Current research is inconclusive Many believe that leadership is about what leaders do rather than about their personal traits

20. LEADERSHIP BEHAVIOUR Theoretical approach based on the idea that specific behaviours may make some leaders more effective than others.

21. LEADERSHIP BEHAVIOUR Iowa & Michigan studies: Iowa Looked at leadership styles (autocratic, democratic, laissez faire) Workers preferred democratic style but this was not best for performance Michigan Employee-centred leaders superior to job- centred leaders

22. LEADERSHIP BEHAVIOUR Ohio State studies: Suggested that the ideal was for leaders to combine job-centeredness with an ability to build mutual trust with subordinates

23. LEADERSHIP BEHAVIOUR Ohio State studies: Two key behaviours identified: Initiating structure Degree to which a leader defines their own role and that of subordinates in terms of achieving unit goals Consideration Degree to which a leader builds mutual trust with subordinates, respects their ideas and shows concern for their feelings

24. LEADERSHIP GRID 1 2 3 4 5 6 7 8 9 Concern for production Concern for people

25. LEADERSHIP BEHAVIOUR Gender & cultural differences: Gender There are few substantial differences between male and female leaders. Culture Japanese: group focus, long-term, humanistic European: individual focus, more humanistic than USA USA: individual focus

26. DEVELOPING SITUATIONAL THEORY Situational theory: Theories of leadership taking into consideration important situational factors

27. DEVELOPING SITUATIONAL THEORY Fiedler’s contingency theory Effective groups depend on match between a leader’s style of relating with subordinates & the extent to which the situation gives control to the leader.

28. DEVELOPING SITUATIONAL THEORY Leader’s style: High member relations leader is concerned with people Task-structure leader reduces ambiguity—‘Do I know what I am supposed to do?’ Position power—how well supported is the leader by his/her superiors?

29. DEVELOPING SITUATIONAL THEORY Fiedler’s contingency theory LPC orientation Assessing the situation Matching leadership style to situation

30. SITUATIONAL THEORY Normative leadership model Model that assists leaders assess critical situational factors that affect the extent to which they should involve subordinates in particular decisions. Range of options is from: A1: autocratic decision making to G11: democratic decision making

31. SITUATIONAL THEORY Situational leadership model Theory based on the premise that leaders need to alter their behaviours depending on one major situational factor—the readiness of followers.

32. DEVELOPING LEADERSHIP THEORY Path–goal theory Theory attempting to explain how leader behaviour can positively influence the motivation and job satisfaction of subordinates

33. DEVELOPING LEADERSHIP THEORY Path–goal theory Leader behaviours Directive leader behaviour Supportive leader behaviour Participative leader behaviour Achievement-oriented leader behaviour Situational factors Subordinate characteristics Context characteristics Choosing leader behaviour to fit above

34. PROMOTING INNOVATION: TRANSFORMATIONAL LEADERSHIP Transformational leaders Motivate individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own self-interests

35. TRANSFORMATIONAL LEADERSHIP Charisma Leadership factor comprising the leader’s ability to inspire pride, faith and respect; to recognise what is really important; and to articulate effectively a sense of mission, or vision, to inspire followers.

36. TRANSFORMATIONAL LEADERSHIP Motivate others Vision beyond self-interest Seek intrinsic higher-level goals Seek performance beyond expectations Have charisma Key characteristics of transformational leaders Key characteristics of transformational leaders

37. ARE LEADERS NECESSARY? Some argue that leadership’s importance is overrated and in many contexts makes little difference. (Yukl 1989)

38. ARE LEADERS NECESSARY? Neutralisers: Situational factors preventing leader behaviour from influencing subordinate performance/satisfaction THESE INCLUDE: Subordinate high need for independence Low subordinate valence for available rewards Physical distance of leader from subordinates

39. ARE LEADERS NECESSARY? Substitutes: Situational factors making the impact of leadership impossible or unnecessary THESE INCLUDE: Satisfying work Able and experienced subordinates Professional orientation of subordinates Routine work, clearly specified methods/feedback

40. LEADERSHIP & THE ORGANISATIONAL CYCLE Entrepreneurial Collectivity Formalisation & control Formalisation & control Elaboration of structure Elaboration of structure Transformational Transactional Transformational

41. LECTURE SUMMARY How leaders influence others – Sources of power –Use of power Searching for leadership traits –Inconclusive results Identifying leadership behaviour – Iowa, Michigan, Ohio studies –Leadership styles, employee versus job- centredness

42. LECTURE SUMMARY Developing situational theory Fiedler’s contingency model, Normative model, Situational leadership model, Path– goal theory Transformational leadership Charisma, individual consideration & intellectual stimulation Are leaders necessary? Neutralisers, substitutes