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Module 2

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Motivation Leadership
Deals with the Use motivational
reason people act principles to achieve
the way they do organizational goals

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• Process of influencing the efforts of others to achieve designated organizational goals

• Directing function in the management process model, to persuade, direct, inspire, guide and bring
about a commitment to a common cause on the part of participants

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Corporate Culture and Delegation of Authority Management Styles

 Corporate culture- established the climate and  Exploitative and Authoritative- Managers view
rules under which management operate workers only as tools and means of production and
feel no further obligation to them.
 Authority- briefly refers to authorization  Benevolent and Authoritative- Managers feel they
(empowerment) to act in the name of organization; know what is best for their employees and need inly
associated power of authority implies the ability to inform and direct their actions without seeking any
sanction others to ensure compliance with feedback.
established rules, directives or objectives
 Consultative- Manager feels the opinions and
advice of the staff are useful but all decisions
remain exclusive purview of the manager.

 Participative- Input and responsibility for decision

making and performance are placed directly on the
staff or as close to the production process as
possible with only general guidance and oversight 4
from management.

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Leaders Followers Situations

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• Centers on: Personal Traits and Behavior of Leaders and the impending circumstances of the
situation

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• Employee- Oriented versus Production-Oriented

Employee-Oriented Production-Oriented
 Spent more time in actual  Emphasize high productivity at the
supervision rather than in expense of al other factors
production work
 Supervised less closely while  Viewed their workers as only tools
allowing works more latitude in for use by the company in the
performing duties manufacturing process and spent
the majority of their time on
production-related problems.
 Demonstrated concern for their
people both on and off the job

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• Structure versus Consideration Leadership Style

Initiating Structure Consideration Behavior

 Emphasis on actively directing the staff  Typified by manager’s efforts to explain their
toward getting the work done: action
 paying attention to assigning particular  treat workers as equals
task  listen to subordinate’s concerns
 specifying and clarifying what is  look out for their personal welfare
expected of subordinates and the  Give advance notice of changes
uniformity of the procedures to be  Be generally friendly and approachable
followed
 personally deciding what and how work
will be done

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• Structure versus Consideration Leadership Style

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• The Managerial Grid

• Shows relationship between a concern for people
(consideration orientation) and concern for
production (structure orientation)
• Devised by Robert R. Blake and Jane S. Moutun
• Influenced by five factors:
• The attitudes and assumptions of the
manager
• The policies and procedures of the
organization
• The day-to-day operational situation
• The social and personal values of the
manager
• Chance

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• The Managerial Grid

• To use the managerial grid to improve and
strengthen leadership ability, the leader
should go through the following steps:
• Identify the current style
• Decide on themselves the best style for
a given situation
• Determine what attitudes and behavior
changes are required to reach their goal
• Encourage management to develop the
organizational culture necessary for the
preferred style to flourish

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The Managerial Grid

1,1 Impoverished management
1,9 Country club management
9,1 Authority-obedience management
5,5 Organization man management
9+9 Paternalistic, “father knows best”
management
Opp Opportunitistic, “what’s in it for me?”
management
9,9 Team management

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• Theory X and Theory Y

• Proposed by Douglas McGregor
• Leadership behavior is based on manager’s assumptions about the nature of people which in
turn translate into the level of performance achieved by their employees
• Expectancy and Reinforcement motivational theories also support this approach

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• Theory X and Theory Y

Theory X managers believe that people: Theory Y managers believe that:
 Are inherently lazy and dislike work  Work is a natural part of life
 Must be coerced into performing their duties by  People have a high degree of ingenuity and
constant supervision and maintenance of tight creativity that they are eager to apply to the job
operational control
 Have no ambition and little interest in improving  Worker potential is only partially tapped by the
their efficiency on their own and must be company
prodded to produce
 Workers are self-learners and seek responsibility
for their performance
 Workers exercise self-control andself-discipline if
they are committed to a goal, and the strength of
this commitment depends on the reward
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associated with the achievement

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• Contingency Model
• Proposes that success of a manager as a leader is contingent on two factors: the leadership style of the
manager and the favorableness of the leadership situation
• Leadership style according to Fred E. Fielder’s theory can either be relationship-oriented (emphasize
good interpersonal relationships as an important means of accomplishing work) or task-oriented ( focus
on completing a job first and taking care of people as secondary to accomplishing their primary mission
• Favorableness- the amount of power , control, and influence wielded by a manager in a particular set of
circumstances
• Three components establish the favorableness dimensions of a situation:
• Leader-member relations
• Task Structure
• Position Power

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• Continuum of Leadership
• Robert Tannenbaum and Warren Schimdt recognized that leaders are somewhat in between
two extremes
• Based on the relationship between managers and their staffs and level of participation allowed
in in the decision-making process
• Autocratic to Democratic
• Recognizes seven degrees of freedom

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• Continuum of Leadership
• 7 degrees of freedom
1. Total use of authority by the supervisor
2. The manager makes all the decisions but attempts to sell and persuade the staff of the validity of his
or her viewpoint
3. The boss makes all decisions but invites input, suggestions and questions from staff
4. Manager makes the decisions but seeks support and approval from the subordinates
5. Supervisor gathers the data and defines the problems then seeks suggestions and recommendations
for solutions before making a decision
6. Manager provides information, supervision and guidance but requests that the staffs make the
decisions
7. Managers focuses on setting general policies and procedures for the department but allows total
freedom and responsibility to the employees to function and make decisions with these broadly
defined boundaries

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• Normative Theory
• Victor Vroom and Phillip Yetton proposes that managers are capable of adjusting their leadership style to
meet the particular circumstances of a given situation
• Also referred Vroom-Yetton Decision Model
• Five possible behavior styles:

A-I The manager makes decisions based on the current information available
Manager seeks necessary information from subordinates before making a
A-II
decision
C-I Manager shares the problem with selected individuals before making a decision
Manager shares the problem with all members of the group but makes the final
C-II
decisions
Manager shares the problem with the group and a decision is reached by
G
consensus
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• The Management Process- Planning, Organizing, Directing and Controlling

• Path-Goal Theory-proposed by Robert J. House and it emphasizes the role of the leader in
providing and streamlining a path by which subordinates can achieve their own and institution’s
goals.

• The characteristic of workers

2 crucial factors • The nature of task to be
performed

2 elements that the • The goal component

leader addresses • The path facet
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