This document provides an overview of concepts related to leading and motivating employees. It discusses theories of motivation such as need theory, reinforcement theory, equity theory, expectancy theory, and goal-setting theory. It also covers topics like leadership approaches including trait, behavioral, and contingency theories. Additionally, it outlines stages of team development and types of teams. The key information covered in the document relates to motivating employees and leading teams effectively through understanding motivation theories and leadership approaches.
2. CONTENTS
• LEADING
• MOTIVATION
• NEED THEORY
• REINFORCEMENT THEORY
• EQUITY THEORY
• EXPECTANCY THEORY
• GOAL-SETTING THEORY
• LEADERSHIP
• TEAMS & TEAM WORK
• COMMUNICATION & NEGOTIATION
3. LEADING
• Managerial effort to keep people focused on the goals for
an organisation
• It consists of
• Motivation
• Leadership
• Teams and team work
• Communication and negotiation
4. MOTIVATION
• Motivation is a human psychological characteristic that
contribute to a person’s degree of commitment.
• Motivating is the management process of influencing
people’s behavior based on this knowledge “what makes
people tick”
6. ASSUMPTIONS
Basic assumptions about motivation and motivating are
1. Motivation is commonly assumed to be a good thing
2. Motivation is one of several factors that goes into a person’s
performance
3. Motivation is in short supply and in need of periodic
replenishment
4. Motivation is a tool with which managers can arrange job
relationships in organizations
7. EARLY VIEWS OF MOTIVATION
Traditional Model – Frederick Taylor and scientific
management.
System of wage of incentives- the more workers
produced, the more they earned. Commission basis.
Accept management authority in return for high wages
Human Relations Model - Elton Mayo
Boredom and repetitiveness of many tasks reduced
motivation
Social contacts create and sustain motivation
Accept management authority because they are treated
with consideration. Suggestion boxes, uniforms
8. Human Resources Model
Douglas McGregor - Theory X and Theory Y
Theory X
Holds that people have an inherent dislike of work.
Although workers may view it as a necessity, they will avoid it
whenever possible.
Leaders must push subordinates to work.
Theory Y
Holds that work is as natural as play or rest.
People want to work and derive a great deal of satisfaction from
work.
People have Capacity to accept, seek responsibility and supply
imagination ingenuity and creativity to organizational problem.
This is achieved by participative management.
9. THEORIES OF MOTIVATION
The contemporary views of motivation or different
theories of motivation are,
NEED THEORY
REINFORCEMENT THEORY
EQUITY THEORY
EXPECTANCY THEORY
GOAL-SETTING THEORY
10. NEED THEORY
MASLOWS HIERARCHY OF NEEDS
ERG THEORY
THREE NEEDS
TWO FACTOR THEORY OF MOTIVATION
11. MASLOWS HIERARCHY OF NEEDS
Abraham Maslow
• Maslow saw human needs in the form of a hierarchy,
• ascending from the lowest to the highest,
• when one set of needs is satisfied, this kind of need
ceases to be a motivator.
12. ERG THEORY
Clayton Alderfer
Three categories –
1. Existence
2. Relatedness
3. Growth
Isolates growth needs as an intrinsic desire for personal
development
When higher needs are frustrated, lower needs will
return even though they were already satisfied.
13. THREE NEEDS
John W. Atkinson
• Three basic drives in motivated persons
1. The need for Achievement (nAch)
2. The need for Power (nPow)
3. The need for Affiliation (nAff)
David C. McClelland
People with high need for achievement like to take
responsibility for solving problems.
Telecommuting not widely spread.
deals with the degree of control a person desires over
his/her situation. Fear of failure/success
14. TWO FACTOR THEORY
1950- Frederick Herzberg Job dissatisfaction and job
satisfaction arose from two separate sets of factors.
Dissatisfiers( Hygiene factors)
Salary, working conditions, company policies
Positive ratings of these factors – did not lead to job
satisfaction- only absence of dissatisfaction
Satisfiers ( Motivation factors)
Achievement, responsibility, advancement
15. REINFORCEMENT THEORY
• Proposed by BF Skinner and his associates.
• States that individual’s behaviour to a situation or event
is a function of its consequences
• It is based on “law of effect”.
• Past behavior affect future actions in a cyclical learning
process as
Stimulus Response Consequences Future response
16. BEHAVIOR MODIFICATION
Use of reinforcement theory to change human behavior.
POSITIVE REINFORCEMENT
Use of positive consequences to encourage desirable behavior
AVOIDANCE LEARNING
Individuals change behavior to avoid unpleasant circumstances
EXTINCTION
Absence of reinforcement so that behavior eventually stop recurring.
PUNISHMENT
Application of negative consequences to correct improper behavior.
17. EQUITY THEORY
Assumption - a major factor in job motivation is individual’s
evaluation of equity or fairness of reward received.
Equity - ratio between the individuals job inputs and job
rewards
People compare what they are being paid for their efforts
with what others in similar situation.
When inequity exist, they adjust their behavior.
It depends on his / her experiences of inequity.
18. There is a threshold up to which an individual will
tolerate a series of unfair events.
People use different methods to reduce inequity.
Some rationalize their efforts.
Some make the co-workers change their behavior.
19. EXPECTANCY THEORY
People choose how to behave among alternative course of
action based on their expectations of what there is to gain
from each action.
These assumptions are the basis for so called Expectancy
model.
1. Behaviour is determined by a combination of factors in the
individual and in the environment.
2. Individual make conscious decisions about their behaviour
3. Individuals have different needs, desires and goals.
4. Individuals decide alternate behaviour on the basis of their
expectation that a given behaviour will lead to a desired
outcome.
20. EXPECTANCY THEORY
Expectancy model has three component:
1.Performance outcome expectancy - Person expect certain
consequence of their behaviour.
2.Valence - The outcome of a particular behaviour has a
specific valance or power to motivate
3.Effort performance expectancy - Peoples’ expectation of
how difficult it will be to perform successfully,
21. EXPECTANCY THEORY
An individual’s behaviour will depend on the types of
outcome expected
Leaders must therefore,
1. Determine the reward valued by each subordinate
2. Determine the reward you value.
3. Make performance level attainable.
4. Link rewards to performance.
5. Analyse the factors that counteract effectiveness of reward.
6. Make sure reward is adequate.
22. GOAL-SETTING THEORY
Proposed by psychologist Edwin Lock,
Strive for goals is useful only if individual understands
and accept a particular goal.
Workers will not be motivated if they do not possess
-and know that they do not possess - the skill needed to
achieve the goal.
Individuals are motivated when they behave in ways that
move them to certain clear goals that they can accept and
reasonably expect to attain.
23. when goals are specific and challenging, they function more
effectively
motivation and commitment are higher when subordinates
participate in the setting of goals.
Goal setting process in Four Phases of a Person’s Reasoning
1. Establishment of a standard to be attained.
2. Evaluation of whether the standard can be achieved
3. Evaluation of whether the standard matches personal goals.
4. The standard is accepted, the goal is thereby set and behavior
proceeds towards the goal.
25. LEADERSHIP
The ability to influence a group toward the achievement of a
vision or set of goals.
The ability to influence, motivate, and enable others to
contribute to the effectiveness and success of the
organizations of which they are members.
26. 4 ASPECTS
Leadership involves other people.
Leadership involves an unequal distribution of power
between leaders and group members.
Leadership is the ability to use the different forms of
power to influence followers behaviours in a number of
ways.
Leadership is about values.
27. APPROACHES TO LEADERSHIP
TRAIT APPROACH TO LEADERSHIP
BEHAVIORAL APPROACH TO LEADERSHIP
CONTIGENCY APPROACH TO LEADERSHIP
28. TRAIT APPROACH
Assumptions
People are born with inherited traits.
Some traits are particularly suited to leadership.
People who make good leaders have the right (or sufficient)
combination of traits.
Leaders are born, not made.
In searching measurable leadership traits,
Leaders and non-leaders
Effective and ineffective leaders
29. BEHAVIORAL APPROACH
Researcher determined what effective leaders do.
Behaviors, unlike traits can be learned.
Individuals trained on appropriate leadership behaviors
would be able to lead more effectively.
Mainly focused on two aspects of leadership behavior
Leadership functions
Leadership styles
31. LEADERSHIP STYLES
The various patterns of behavior favored by leaders
during the process of directing and influencing workers.
Main leadership styles are
Employee- oriented style
Task oriented style
3 forces a manager consider in choosing a leadership style
Forces in the manager
Forces in employees
Forces in the situation
32. CONTIGENCY APPROACH
The view that the management technique that best
contributes to the attainment of organisational goals
might vary in different types of situations or
circumstances.
This approach focus on the following factors
Task requirements
Peer’s expectations and behavior
Employee’s characteristic, expectations and behavior
Organizational; culture and policies
33. There a re four well known contigency models of leadership.
They are
SITUATIONAL LEADERSHIP MODEL
PATH-GOAL MODEL
VROOM-YETTON-YAGO MODEL
FIEDLER LEADERSHIP MODEL
34. SITUATIONAL LEADERSHIP MODEL
By HERSEY and BLANCHARD
Most effective leadership varies with the readiness of
employees.
Readiness - desire for achievement, willingness to accept
responsibility, skill and experience.
Relationship between a manager and a follower moves
through four phases
As employees managers need to vary their leadership
style.
36. FIEDLER LEADERSHIP MODEL
Developed by Fred E. Fiedler.
Basic assumption – It is quite difficult to alter the management
styles that made them successful.
LPC – Least Preferred co-worker
Fiedlers measuring instrument for locating a manager on the
leader ship –style continuum
3 leadership situations that help determine which leadership style
will be effective.
Leader-member relations (good or poor)
Task structure (high or low)
Position power (strong or weak)
37. PATH-GOAL MODEL
It tries to help us understand and predict leadership
effectiveness in different situations.
Model was formulated by Martin G. Evans and Robert J.
House.
Based on Expectancy model of motivation
Managers leadership style influenmces the rewards available
to employees
38. VROOM-YETTON-YAGO MODEL
Autocratic
A1: Use available information; makes sole
decision
A2: Get employee to acquire some information;
makes sole decision
Consultative
C1: Leader gets individual input regarding a
decision; makes sole decision
C2: Leader get group input regarding a
decision; makes sole decision
Group G2: Total group decision-making; leader is
an equal member in the group
39. Vroom-Yetton-Yago Model (cont.)
General Criteria for Selecting Decision-Making Strategy
A) Time (e.g., immediate decision vs. ample time available)
B) Decision Quality (e.g., routine decision vs. high quality decision
required)
C) Group Acceptance (of the decision itself and the process used)
40. TRANSFORMATIONAL LEADERSHIP
Idealized Influence (charismatic, establishing visions, role-
modeling)
Inspirational Motivation (providing challenges, goal sharing,
go beyond self-interests)
Intellectual Stimulation (encouraging creative problem
solving, critical thinking, flexible)
Individualized Consideration (encouragement and support)
Benefits: Leader effectiveness, high procedural justice
perceptions, high trust, more organizational citizenship
behaviors
Possible negative(s): Dependence on leader
41. TRANSACTIONAL LEADERSHIP
Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
The prime purpose of a subordinate is to do what their
manager tells them to do.
Transactional leader works through creating clear structures
– Work requirements are clear
– Reward structure is clear
– Punishments are not always mentioned, but they are also
well understood and formal systems of discipline are usually‐
in place
43. TEAM
• Team – Two or more people who interact and influence
each other towards a common purpose.
• FORMAL AND INFORMAL
• HIGH PERFORMANCE TEAMS OR SUPERTEAMS
• SELF MANAGED TEAMS
44. FORMAL TEAMS
Created deliberately by managers
For carrying out specific tasks for organization goals
Common type of formal team – Command team
consists of a manager and the employees who report to him
defined in terms of the organization's hierarchy
Another type – Committee
Lasts a long time
Members changes
45. Temporary formal team – Task forces or Project teams
made up of employees who work together to complete a
particular task or project.
boundaries are not limited to its immediate hierarchical
superior. It can cross command relationships.
may be temporary with an established life span, or they
may be open ended.
46. INFORMAL GROUPS
Naturally formed in the work environment that appear in
response to the need for social contact
Have 4 major functions
Maintain norms(expected behavior) and values
Feelings of Social satisfaction status and security
Help members to communuicate
Help to solve problems
Types
Friendship Groups
Interest Groups
Reference Groups
Membership Groups
47. SUPER TEAMS
Groups having chara of both formal and informal teams.
And super teams are not the right choice for every
company culture.
Middle managers can feel threatened by super teams
because they leave fewer rungs on the corporate ladder
to move up.
48. SELF MANAGED TEAMS
Manage themselves without formal supervision.
Team has responsibility for a “relatively whole task.”
Team members each possess a variety of task-related
skills.
Team has the power to determine such things as work
methods, scheduling and assignment of members.
49. STAGES OF TEAM DEVELOPMENT
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING
50. FORMING
First stage of team building,
Individual's behavior -desire to be accepted by the others,
and avoid controversy or conflict.
Team members are usually on their best behavior but very
focused on themselves.
Leaders of the team tend be directive during this phase.
A good opportunity to see how each member of the team
works as an individual and how they respond to pressure.
Ground rules are set for group dynamics and for some tasks
51. STORMING
The team addresses issues such as what problems they are really
supposed to solve, how they will function independently and
together and what leadership model they will accept.
Members open up to each other and confront each other's
ideas and perspectives.
Members may oppose formation of group structure
Members often become hostile and even fight ground rules.
Maturity of team members
Presence of supervisors
Growth of team and tolerance of members
52. NORMING
The conflicts that arose in the previous stage are addressed and
hopefully resolved.
Structural issues are resolved
Establishing of common goals, norms
Group unity emerges
Members develops close relationships
Members begin to voice personal opinions
53. PERFORMING
The conflicts that arose in the previous stage are addressed and
hopefully resolved.
Establishing of common goals, norms
Group unity emerges
Members develops close relationships
Members begin to voice personal opinions
54. ADJOURNING
For temporary groups such as task forces this is the time
when group wraps up activities.
Groups focus shifts from high task performance to
closure.
Attitude of members varies from excitement to depression
55. TEAMWORK
Old model of organisation was based on assumptions of
hierarchy – top leadership knows all the answers and is in
charge of goals and work processes.
New – Knowledge, insight and answers are found
throughout the organisation
Benefits of Teamwork
Problems solving
Accomplish tasks faster
Healthy competition
Developing Relationships
Everyone has unique qualities
57. COMMUNICATION
Process by which people seek to share meaning via
transmission of symbolic messages.
Lifeblood of organization
The communication process is complete once the receiver
has understood the message of the sender.
60. COMMUNICATION IN ORGANISATIONS
All factors in interpersonal communication is also
applicable to communication in organizations.
The types of communication in organizations are
Vertical communication
Lateral and informal communication
61. VERTICAL COMMUNICATION
Communication up and down the organizations chain of
command.
Downward communication starts with top management
Purposes – advise, inform, direct, instruct, and evaluate
employees and to provide members with
information about goals and policies .
Problems – Filtered or modified communication.
Inaccurate or incomplete.
62. LATERAL COMMUNICATION
Communication between departments of an organization that
generally follows the work flow rather than the chain of
command
Mainly takes place outside the chain of command.
Purposes –
Provides a direct channel for organizational coordination and
problem solving .
Avoids much slower procedure of communication through chain
of commands.
Enables to form relationship with the peers.
63. INFORMAL COMMUNICATION
Communication within an organization that is not officially
sanctioned.
One type is grapevine. – made up of several informal
communication networks that overlapand intersect at a number of
points.
Grapevine chains –
Single strand
Gossip
Probability
cluster
64. FACTORS INFLUENCING ORGANIZATIONAL
COMMUNICATION
Formal channels of communication : It is a means of
communication that isendorsed and probably controlled
by managers.
Authority structure: Content and accuracy of
communication will be affected by authority differences.
Job Specialization: It facilitates communication within
differentiated groups.
Information ownership : Individuals posses unique
information about their jobs.
65. NEGOTIATION
Negotiation - The use of communication skills to manage
conflict and reach mutually satisfying outcomes
Conflict – Disagreement about allocation of scarce resources
or clashes regarding goals, values etc.
Negotiation situations have 3 characterstics
1. Conflict of interest
2. No fixed or established set of rules
3. Search for agreement
68. CONCLUSION
Leading is one of the major functions of management
It was understood by analyzing almost all the areas
regarding it.
Motivation, leadership, Teams and teamwork and
communication and negotiation were also understood
thoroughly and their importance organisations was
understood.