Motivation and Leadership

Unit-3
Motivation
Leadership
 Manager as a leader
Managers are often seen as administrators, not leaders. It depends on how we define
leadership. Here, the meaning of leadership = promoting new directions. It has nothing to do
with being in a position of authority over others. Management means having responsibility
for people and other resources with the goal of getting work done as efficiently as possible.
The goal of the manager is to execute the directions promoted by the leader.
Managers do not differ from leaders based on their personalities or styles. Leaders are not
just more lively, charismatic or larger than life managers. Any manager can lead by promoting
new directions.
Managers can be as inspiring as leaders, but when they are wearing their managerial hat,
hence aiming to get things done efficiently, they try to inspire employees to improve
performance rather than move them to change direction as leaders do. Both leaders and
managers can influence quietly or by example without being charismatic.
Quiet conviction can be as powerful as a cheerleader's enthusiasm. Management is only a
role not a type of action. You can lead regardless of your position provided you promote new
directions that are compelling to others.
To understand what managers do, it helps to focus on the function of management instead of
managers as persons or role occupants. When we look at management as a function, it is easy
to see that it is something everyone does every day. Whenever you set priorities, plan your
day, manage your career or finances, you are managing yourself. There is nothing negative
about management conceived in this manner. Therefore, managers shouldn't be seen as
controlling or lacking in leadership ability simply by definition. This is just an old-fashioned
bias against them that is totally unfounded.
Maslow’s Need Hierarchy Theory
1. Physiological needs: The first of the id-driven lower needs on
Maslow's hierarchy are physiological needs. These most basic
human survival needs include food and water, sufficient rest,
clothing and shelter, overall health, and reproduction. Maslow
states that these basic physiological needs must be addressed
before humans move on to the next level of fulfillment.
2. Safety needs: Next among the lower-level needs is safety. Safety
needs include protection from violence and theft, emotional
stability and well-being, health security, and financial security.
3. Love and belonging needs: The social needs on the third level of
Maslow’s hierarchy relate to human interaction and are the last
of the so-called lower needs. Among these needs are friendships
and family bonds—both with biological family (parents, siblings,
children) and chosen family (spouses and partners). Physical and
emotional intimacy ranging from sexual relationships to intimate
emotional bonds are important to achieving a feeling of elevated
kinship. Additionally, membership in social groups contributes to
meeting this need, from belonging to a team of coworkers to
forging an identity in a union, club, or group of hobbyists.
4. Esteem needs: The higher needs, beginning with esteem, are ego-
driven needs. The primary elements of esteem are self-respect (the
belief that you are valuable and deserving of dignity) and self-esteem
(confidence in your potential for personal growth and
accomplishments). Maslow specifically notes that self-esteem can be
broken into two types: esteem which is based on respect and
acknowledgment from others, and esteem which is based on your own
self-assessment. Self-confidence and independence stem from this
latter type of self-esteem.

5. Self-actualization needs: Self-actualization describes the fulfillment

of your full potential as a person. Sometimes called self-fulfillment
needs, self-actualization needs occupy the highest spot on Maslow's
pyramid. Self-actualization needs include education, skill
development—the refining of talents in areas such as music, athletics,
design, cooking, and gardening—caring for others, and broader goals
like learning a new language, traveling to new places, and winning
awards.
 McGregor’s theory of motivation
(Theory X and Theory Y)
• 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).
 Theory X
• Theory X managers tend to take a pessimistic view of
their people, and assume that they are naturally
unmotivated and dislike work. As a result, they think
that team members need to be
prompted, rewarded or punished constantly to make
sure that they complete their tasks.
• Work in organizations that are managed like this can be
repetitive, and people are often motivated with a
"carrot and stick" approach.
Performance appraisals and remuneration are usually
based on tangible results, such as sales figures or
product output, and are used to control staff and "keep
tabs" on them.
This style of management assumes that workers:
• Dislike their work.
• Avoid responsibility and need constant
direction.
• Have to be controlled, forced and threatened
to deliver work.
• Need to be supervised at every step.
• Have no incentive to work or ambition, and
therefore need to be enticed by rewards to
achieve goals.
 Theory Y
• Theory Y managers have an optimistic, positive opinion
of their people, and they use a decentralized,
participative management style. This encourages a
more collaborative , trust-based relationship between
managers and their team members.
• People have greater responsibility, and managers
encourage them to develop their skills and suggest
improvements. Appraisals are regular but, unlike in
Theory X organizations, they are used to encourage
open communication rather than control staff.
• Theory Y organizations also give employees frequent
opportunities for promotion.
• This style of management assumes that
workers are:
• Happy to work on their own initiative.
• More involved in decision making.
• Self-motivated to complete their tasks.
• Enjoy taking ownership of their work.
• Seek and accept responsibility, and need little
direction.
• View work as fulfilling and challenging.
• Solve problems creatively and imaginatively.
 Methods of improving motivation
• 1. Financial incentives: First techniques of motivation are financial
incentives as money is indicator of success. Therefore, it fulfills
psychological safety and status need as people satisfy their needs
by money. Wages, salary motivates employees to perform better.
• 2. Job enlargement: Under this technique, task assigned to do job
are increased by adding simile task. So the scope of job
enlargement is high for the motivation of subordinates. It is also
known as horizontally leading of job.
• 3. Job enrichment: Under this technique jobs are made challenging
and meaningful by increasing responsibility and growth
opportunities. In such technique of motivation, planning and
control responsibility are added to the job usually with less
supervision and more self evaluation. It is also called vertical
leading.
• 4. Job rotation: it refers to shifting an employee from one
job to another. Such job rotation doesn’t mean hanging of
their job but only the employees are rotated. By this it
helps to develop the competency in several jobs which
helps in development of employees.
• 5. Participation : Participation refers to involvement of
employee in planning and decision-making .it helps the
employees feel that they are an asset of the organization
which helps in developing ideas to solve the problems.
• 6. Delegation of authority:Delegation of authority is
concerned with the granting of authority to the
subordinates which helps in developing a feeling of
dedication to work in an organization because it provides
the employees high morale to perform any task.
• 7. Quality of work life:It is the relationship between employees’ and
the total working environment of organization. It integrates
employee needs and well-being with improves productivity, higher
job satisfaction and great employee involvement. It ensures higher
level of satisfaction.
• 8. Management by Objectives: It is used as a motivation and
technique for self-control of performance. By this technique
supervisor and subordinates set individual and organizational goals.
Each individual’s responsibilities are clearly defined which would
help identify the skill sets one has to make the best use of the same
to meet organizational mission and vision. This also helps the
organization function effectively.
• 9. Behavior modification:The last technique of motivation is
behavior modification. It develops positive motivation to the
workers to do the work in desired behavior in order to modify
behavior.
 Job Satisfaction
• job satisfaction or employee satisfaction is a
measure of workers' contentedness with their
job, whether they like the job or individual
aspects or facets of jobs, such as nature of work
or supervision. Job satisfaction can be measured
in cognitive (evaluative), affective (or emotional),
and behavioral components. Researchers have
also noted that job satisfaction measures vary in
the extent to which they measure feelings about
the job (affective job satisfaction) or cognitions
about the job (cognitive job satisfaction)
Factors of Job Satisfaction
 Job Enrichment
• Job enrichment is a process that is characterized by
adding dimensions to existing jobs to make them more
motivating. Examples of job enrichment include adding
extra tasks (also called job enlargement), increasing
skill variety, adding meaning to jobs, creating
autonomy, and giving feedback.
• The goal of job enrichment is to create a motivating
job. This can be done, for example, by taking a regular,
‘boring’ job and adding extra responsibilities that make
the job more meaningful for the worker. Job
enrichment is, therefore, part of job design and job
redesign.
Disciplinary problems faced by
managers