1. FACILITATOR Prof. Dr. Mohammad Majid Mahmood Art of Leadership & Motivation HRM – 760 Lecture - 19

2. Leadership Behavior, Motivation, & Leadership Theories 2

3. Leader Behaviors  Leader behavior vary depending on subordinates and situations. 3

4. Directive leadership. – Task-oriented, expectations, techniques, timeline, standards of performance. Supportive leadership. – Friendliness, approachability, understanding, needs-oriented, equality, respect. Leader Behaviors 4

5. Participative leadership. – Sharing, consultation, advice-seeking, integration. Achievement-oriented leadership. – Challenging, high standard of excellence, confidence in subordinates’ abilities. Leader Behaviors 5

6. Self Motivation Do it now Break up the task into small steps Don’t wait for mood Start action Solutions will follow if you try 6

7. Making Your Vision Reality What will you need to do to achieve your 5-10 year`s vision?  What’s a must?  What’s useful?  What’s good, but not vital 7

8. What Makes YOU Unique? 8

9. The 21 st Century Success Factors Get Noticed Be Remembered Make a Name for Yourself 9

10. What makes you stand out? What do you love doing? What comes easy? What is important to you? What do others appreciate about you? What are your greatest strengths? 10

11. Intrinsic vs. Extrinsic Rewards 11 Intrinsic = Inside Feeling of Job Well Done Pride Sense of Achievement Extrinsic = Outside Praise SalaryIncrease Status Recognition Promotions Gifts

12. 12 Leadership Theories Trait Behavioral Contingency Transformational

13. 13 Trait Theory Initial leadership research (1920-30’s) Focused on “what” an effective leader is, not on “how” to effectively lead. Assumes that certain physical, social and personal traits are inherent in leaders.

14. 14 Trait Theories Early trait theories identified: Physical characteristics (height, appearance) Personality characteristics (extrovert) Skills and abilities (intelligence) Social factors (interpersonal skills)

15. 15 Trait Theory - Limitations No consistent application of traits and leadership effectiveness Tries to relate physical characteristics to effective leadership Leadership is too complex to explain with such a simple model

16. 16 The behavior approach focuses on the behaviors that effective leaders engage in. Behavioral Theories

17. 17 Behavioral Theories People could be trained to be leaders. Developed training programs to influence leadership behavior. Assumed that the best styles of leadership could be learned.

18. 18 Contingency Theories  Successful leaders are able to identify clues in an environment and adapt their leadership style to the situation.  Environment influences the type of leadership needed.  Examples: 1)Fiedler’s Contingency Model 2)Path-Goal Theory 3)Vroom-Yetton Model

19. 19 Fiedler’s Contingency Theory The theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situation in which leaders find themselves. Sheds light on FOLLOWING important issues: Why, in a particular situation, some leaders will be effective and other leaders with equally good credentials will be ineffective. Why a particular leader may be effective in one situation but not in another. There is no best way for leaders to lead.

20. 20 Path-Goal Theory of Leadership Path-Goal Theory of Leadership formulated by Robert House proposes that the leader can affect the performance, satisfaction, and motivation of a group in different ways: Offering rewards for achieving performance goals Clarifying paths towards these goals Removing obstacles to performance

21. 21 Leader’s job is viewed as coaching or guiding workers to choose the best paths for reaching goals:  Achievement-oriented leadership – leader set challenging goals and encourages followers to achieve (appropriate to use when followers suffers from lack of job challenge).  Directive leadership – leader let followers know what is expected and tells them how to perform their task (appropriate to use when followers have ambiguous jobs) Path-Goal Theory of Leadership

22. 22  Participative leadership – leaders consult with followers and ask for suggestions before making a decision (appropriate to use when follower is using improper procedures or making poor decisions).  Supportive leadership – leader is friendly, approachable and shows concern for followers’ psychological well being (appropriate when the follower lacks confidence). Path-Goal Theory of Leadership

23. 23 Vroom and Yetton Model A model that describes the different styles in which leaders can make decisions. Decision-Making Styles:  Autocratic (A) - The leader makes the decision without input from subordinates.  Consultative (C) - Subordinates have some input, but the leader makes the decision.  Group (G) - The group makes the decision; the leader is just another group member.  Delegated (D) - The leader gives exclusive responsibility to subordinates.

24. 24 Leadership Models Charismatic Leadership Situational Leadership Transformational Leadership

25. 25 Weber’s Charismatic Leadership Influence based on follower perceptions that the leader is endowed with the gift of divine inspiration or supernatural qualities. 9-3

26. 26 Charismatic Leaders… Increase the intrinsic value of effort – making it more appealing. Great at building conviction for a cause. Lead by example.

27. 27 Good decision- maker Visionary Self Promoting Verbal Skills Responsible High Energy Intelligent High Risk Orientation Self Confidence Height (taller) Charismatic Leader Characteristics Charismatic Leader Characteristics 9-4

28. 28 Situational Leadership It links the situation with the concept of task and relationship in the leader- subordinate role

29. 29 Situational Leadership Used to determine if one’s style is task or relationship oriented and if the situation matches the leader’s style to maximize performance. 5-4

30. 30 Situational Leadership Leadership behavior should be appropriate for the circumstances. Leadership is dependent on the: Task. Group characteristics. Organization’s culture. Interpersonal relationships.

31. 31 Situational Leadership There are three elements of the leader- follower situational model developed by Fred Fiedler: Position power – the degree to which a leader’s position ensure compliance. Task structure – the degree of clarity for goal accomplishment. Leader-member relations – the nature of relationship between the leader and the members.

32. 32 Transformational leaders… Develop a sense of what the organization can become. Recruit others with similar values. Resolve conflicts. Constantly communicate values. Communicate shared values.

33. 33 Characteristics of Transformational Leaders Charisma: Provides vision and sense of mission, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

34. 34 Transformational Leadership Leaders combine theories (trait, behavioral and contingency) Leaders are usually charismatic and visionary, can inspire followers to transcend their own self-interest for the good of the organization. Research indicates that transformational leadership is strongly correlated with low turnover rates, high productivity and employee satisfaction.

35. 35 Transactional Leadership Motivating for performance at expected levels Stressing the link between reward and goal achievement. Uses agreed upon performance to motivate Transformational Leadership Motivating for performance beyond expectations Inspiring for missions beyond self interest. Instilling confidence to achieve performance Performance Beyond Expectations Transformational Leadership Goes Beyond Transactional Leadership

36. Barriers What might prevent or hinder you from achieving your aims? 36

37. Overcoming Barriers  What you can change (control)  What you cannot change (uncontrollable) 37

38. Making it Happen Which first small steps can you take soon to work towards your goals. Review progress regularly How have you used skills, knowledge and experience to achieve projects or tasks Record what you did, how you did it and what the result was 38

39. 39 Summary The primary goal of a leader is to motivate employees. To accomplish this goal, it is imperative that the leader fully understands how people are motivated. Otherwise, the organization will never be as good as it could be.

40. 1-40 FACILITATOR Prof. Dr. Mohammad Majid Mahmood