Motivational leadership edited

MOTIVATIONAL LEADERSHIP

Samuel Tengey, PhD

Email: [email protected]

1Motivational Leadership Samuel Tengey

mailto:[email protected]


Opening Remarks


Objectives

• To help you understand:

–Motivation; –Things that motivate; –The process of motivating others and

–How to lead people by motivating them effectively to perform at the desired level


Overview


Introduction


Introduction


“The extent to which persistent effort is

directed toward a goal”(Campbell, Dunnette, Lawler & Weick, 1970)

(Effort, persistence, direction, goal)

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Motivation – what is it?

Motivational Leadership Samuel Tengey

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MotivationThe force within us that activates our

behaviour. It is a function of three distinct components: Intensity, Direction, and

Persistence.

Intensity PersistenceDirection

MotivationMotivation


Leadership • Leadership is, by all standards,

INFLUENCE:–Persuasion–Motivation/Rewards–Direction–Exemplary–Coercion

Position is only the starting point of leadership; influence is what takes you to the finishing line 10Motivational Leadership Samuel Tengey

Leadership1. Leadership: act and process of

influencing2. Leadership: what leaders do3. Leadership: a group of individuals

appointed and mandated to lead

Appointed leader’s role is to achieve goals working

through people; not doing it themselves


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The Motivational Leader

Motivational leaders are able to create in others the energy

that gives rise to the persistent effort that is directed toward an organisational goalMotivational Leadership Samuel

Tengey


Motivational Leader

14Motivational Leadership Samuel

Tengey

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Leadership & Motivation


Thinking/assumptions about people


Hertzberg’s Two-factor Theory


Hygiene Factors (extrinsic)


Motivators (intrinsic)


1. Maslow’s Needs Hierarchy


2. Alderfer’s ERG Theory


2. Alderfer’s ERG Theory

• Everyone possesses some amount of each (existence, relatedness and growth) but each person leans more towards one than the other.

• The Leader’s task: identify generalities, and uniqueness of individuals and what motivates them


Equity Theory (Adams, 1963)


Model of Equity Theory

Is versus IrOs Or

I = Inputs - employee’s contribution to employer

R = Referent - comparison person

S = Subject the employee judging fairness of the exchange

O = Outcome


Equity Theory – (Adams, 1963)

• Case 1: Equity -- pay allocation is perceived to be to be fair - motivation is sustained

• Case 2: Inequity – Underpayment (failure to be promoted in spite of hard work) Employee is motivated to seek justice. Work motivation is disrupted: withhold labour, be disruptive, etc

• Case 3: Inequity – Overpayment (being promoted in spite of lazy attitude) Employee may try to make up; other would fee inequity

• Leader’s task: ensure equity in task allocation, performance appraisal and reward system. These must as much as possible be logically linked


Needs Theory (McClelland, 1961)


N-Ach (Choleric)• Has a strong need to set and accomplish

challenging goals.• Takes calculated risks to accomplish their

goals.• Likes to receive regular feedback on their

progress and achievements.• Often likes to work alone.

• Leaders’ task: –create a system that makes this

possible; – identify those who are inclined to be

motivated by this and apply it on them 27Motivational Leadership Samuel Tengey

N-Aff (Sanguine/Phlegmatic)• Wants to belong to the group.• Wants to be liked, and will often go

along with whatever the rest of the group wants to do.

• Favors collaboration over competition.• Doesn't like high risk or uncertainty

• Leaders’ task: –create a system that makes this

possible; – identify those who are inclined to

be motivated by this and apply it on them


N-Pow (Choleric/Melancholic)

• Wants to control and influence others.• Likes to win arguments.• Enjoys competition and winning.• Enjoys status and recognition.

• Leaders’ task:

–create a system that makes this possible;

– identify those who are inclined to be motivated by this and apply it on them


Leadership and Motivation

• THE LEADERSHIP QUESTIONIn appointing people to leadership position and

rewarding them, what do we look for: being able to do the

work all by themselves OR enabling and supporting

others to do it?30Motivational Leadership Samuel Tengey


1. Focuses on Task Function Clarify the vision, goals, objectives:

define the task with absolute clarity Provide resources, information, etc

necessary for task accomplishment Address, remove obstacles and

roadblocks to task performance Reward efforts towards goal

achievement


The Motivational Leader1. Focuses on Task FunctionWhat roadblocks (setbacks, challenges)

need to be removed to get the work done?–communication breakdown in reporting,–obsolete technology, –unnecessarily lengthy administrative

procedures and lengthy business processes,

–structural and cultural constraints, –financial constraints)? 32Motivational Leadership Samuel Tengey

The Motivational Leader2. Focuses on Team Maintenance Function Don’t work/allow others to work as a lone ranger Identify strength of team members Assign roles according to strengths Address team skill shortage challenges Develop a team spirit by creating a culture of

interdependence Give team projects that require members to rely

on each other’s strengths Empower the team to work



Discover Individuals’ Uniqueness, Resources, Needs

The leader spends time, resources, and energy to learn about their team.

Based on the principles of knowledge management, the leader asks the questions:


The Motivational Leader• What and who is the talent pool?• What personality types are they made of?• What expertise and skills make up the team?

–Strengths and abilities of individuals–Weaknesses and shortcomings of

individuals–Who can do what: analysis of the team

members’ strengths• Where are the team strength and

weakness? --Collectively, what can they do: – Best– Poorly?



• What does the team want and need to be successful? – – tangible (resources, skills,

training, development), – intangible – motivation,

encouragement, inspiration, recognition)


The Motivational Leaderwhat are the consequences for:• Excellent performance?

– Is excellent performance followed by oPositive outcome (reinforcement, recognition)onegative outcome (negative reinforcement,

failure to recognise and acknowledge)• Non-performance or poor performance?

– is average or below average performance followed by:opositive outcomesonegative outcomes


The Motivational Leader3. Focuses on Individual Maintenance Function

Identify strengths and weaknesses of individuals

Identify individual needs and provide solution Provide relevant coaching through the use of

one-to-one sessions Remove hurdles militating against individuals Celebrate people for their strengths Help members to address their weaknesses Find time to relate to them as individuals


The Motivational LeaderThe leader must first have in place:

clear vision, definable values, Clear strategy Strong ethics Authentic communication,

They must be genuinely motivated to promote: – collaboration and – positive energy throughout the company. 39Motivational Leadership Samuel Tengey


• Motivational leaders are committed to developing an environment for people to work in that is

Predictable, Safe, and Consistent.

Leaders can only provide an opportunity for employees to become motivated. In the end, it is each employee’s responsibility to take charge of their own motivation. Motivational leadership also ensures that leaders manage systems and lead people. 40Motivational Leadership Samuel Tengey

Conclusion• No leader can motivate people to work; they can

create the environment in which motivation develops and thrives

• Most people come to work ready to work but they can be frustrated by organisational culture and management practices that may lead to being unproductive

• Skills are necessary but not sufficient in resulting in excellent performance

• Regardless of their level of qualification, skill and expertise, de-motivated people cannot deliver excellent performance


Conclusion• As a leader, your task is NOT to perform all the task

all by yourself; your task is to task your people to perform the task by becoming clear in your expectations on them, and by providing every necessary support and assistance they require to be successful in performing the task

• You need to provide the system and environment in which your subordinates are motivate to give of their best

• When you end up performing the task all by your self, you frustrate your subordinates; they become dormant, idle, bored, and loss interest


Conclusion

• Just like the lights and air condition in your office, your subordinates need to be turned on each and everyday that they work under you

• Everybody has something turns them on; this is what we mean by what motivates them

• As a leader your task is to know what turns each of your subordinates on and off

• Everybody can become a motivational leader, even you!


Leadership & Management

Motivational leadership edited