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LEADERSHIP:
.

Mubshair Durrani
Irfan khan
Ali Raza Nasir
Faiq khan
LEADERSHIP
BEHAVIOR
AND MOTIVATION
Leadership Behavior and
Motivation






Focus of this Presentation is: im p o rta nc e o f
le a d e rs hip a nd m o tiva tio n
Our definition of leadership stressed the
importance of influencing others to achieve the
organizational objectives through change.
High Performance occur when leader create
motivational environment that inspire followers
to achieve firm’s goals.

3-3
Leadership Behavior and
Motivation








Motivational skills are critical to leadership
success.
How leader’s motivate their workers?
Why people leave their jobs?
Research shows employees stay if they are
satisfied with their jobs and committed to their
organizations and leave if they are not satisfied.
Poor leaders drive employees to quit.

3-4
Leadership
5

12/13/13
Leadership Behavior and Style






Research on leadership had shifted from the
trait theory paradigm to the behavioral theory
paradigm.
Now the focus on what the leader says and
does.
No leadership behavior were found to be
consistently associated with leadership
effectiveness.

3-6
Leadership Behavior and Style








Leaders’ behavior is based on their traits and
skills.
Different studies shows employees retention is
based on relationship between manager and
employee.
Relationship is based on the manager’s
leadership personality traits and attitudes.
Traits and attitudes directly affect leaders
behavior with the employees.

3-7
Leadership Behavior and Style




Pygmalion effect is based on traits, attitude
expectation, and the leader’s treatment
(behavior) of employees which determine the
followers’ behavior and performance.
Different studies confirmed leader’s behavior
has causal effect on employee performance.

3-8
3 Level Leadership Model
9

12/13/13
Stages of Leadership Model
10



First two levels, public and private leadership







A shared, motivating group purpose and vision
Action, progress and results
Collective unity and team spirit
Individual selection and motivation

Personal leadership




Developing one’s technical knowhow and skills
Cultivating the right attitude towards other people
Working on psychological self-mastery
12/13/13
What is leadership style?

3-11
Leadership Styles
12

12/13/13
13

Blanchard and Hersey 4 part
Model


Directing




Coaching




The stage in which the employee is doing the task
but tentatively

Supporting




When a employee is new to a task or job

Employee know the task but lacks some
confidence

Delegating


Employee is up to speed and can handle the job
12/13/13
Leadership Qualities










Charismatic
Innovative
Command and Control
Pace Setter (sets high standards for him and
team)
Servant (puts services to others before self
interest)
Situational (act according to situation)
Transformational (transform situation and
teams thinking)
What is the best leadership style?

3-15
What is the best leadership style?

The one which works for the
individual leader in a specific
time and in a specific
environment
People change. Friends become enemies. Things go
wrong, but life goes on

.
3-16
Which leadership style do
workers think is best?
To lead people walk behind
them - Lao Tzu

3-17
WHAT TO DO?
1.
Be a Shameless Idealist*
2.
Be Kind for No Reason
3.
Get Good Education and
Move to a Bad Neighborhood*
4.
Build Institutes
5. Fema Kuntum?
6.

Pay the Zakat for Success
7. Know your Price
8. Be a Giving Person*
9.
Start Reading
10.
Teach Followership
11.
Teach Listening Skills
12.
Everything is Possible in Pakistan,
If You Don’t Have to W
orry About
Who Will Take the Credit?
“Although there is no one best leadership
style
in all situations, employees are more
satisfied
with a leader who is high in
consideration.”

3-31
Motivation

Anything that affects behavior in
pursuit of a certain outcome.
E.g( Facebook)

3-32
Motivation Process
“People go from need to motive to behavior to

consequence to satisfaction or dissatisfaction”

E.g., we are thirsty (need) and have
a drive (motive) to get drink. We get a
drink (behavior) that quenches
(consequence and satisfaction) our
thirst.
3-33
Major Motivation Theories
Classification of Motivation
Theories

Specific Motivation Theory

1. Content motivation theories
(need motivation)

a. Hierarchy of needs theory
b.ERG theory
c. Two-factor theory
d.Acquired need theory

2. Process motivation theories
(choose behavior to fulfill
their needs)

a. Equity theory
b. Expectancy theory
c. Goal-setting theory

3. Reinforcement theory
(behavior can be explained,
predicted, and controlled
through the consequences for
behavior)

Type of Reinforcement

a. Positive
b. Avoidance
c. Extinction
d. Punishment
3-34
Content Motivation Theories
Focus on explaining and predicting behavior
based on people’s needs.

3-35
Hierarchy of Needs Theory
Proposes that people are motivated through
levels of needs which begin a basic life
sustaining needs and progress to life and work
satisfaction needs

3-36
Maslow’s Hierarchy of Needs
SelfActualization
Esteem
Social
Safety
Physiological
3-37
38

12/13/13
Maslow’s Hierarchy of Needs
How Firm meet these needs?


Self-Actualization Needs: Organization meet these
needs by the development of employees’ skills, the
chance to be creative, achievement and promotions,
and the ability to have complete control over their jobs.



Esteem Needs: Organization meet these needs

through titles, satisfaction of completing the jobs itself,
merit pay raises, recognition, challenging task,
participation in decision making and change for
advancement.

3-39
Maslow’s Hierarchy of Needs






Social Needs: Organization meet these needs

through the opportunity to interact with others, to be
accepted, to have friends. Activities include parties,
picnics, trips, and sport terms.
Safety Needs: meet these needs through safe
working conditions, salary increases to meet inflation,
job security, and fringe benefits (medical insurance/sick
pay etc).
Physiological Needs: meet these needs adequate
needs salary, breaks and working conditions.

3-40
ERG THEORY
41








A theory of human motivation that focuses on
three groups of needs that form a hierarchy:
e x is te nc e ne e d s
re la te d ne s s ne e d s
g ro wth ne e d s
The theory suggests that these needs change
their position in the hierarchy as circumstances
change.

12/13/13
Existence Needs




This group of needs is concerned with providing
the basic requirements for material existence,
such as physiological and safety needs.
In a work context this need is satisfied by money
earned in a job for the purchase of food, shelter,
clothing, etc.
Relatedness Needs






This group of needs focuses on the desire to
establish and maintain interpersonal
relationships with family, friends, co-workers and
employers.
Interact with other people, receive public
recognition, and feel secure around people.
The amount of time most people spend at work
this need is normally satisfied to some extent by
their relationships with colleagues and
managers.
Growth Needs




These needs are about the fulfilment of desires
to be creative, productive and to complete
meaningful tasks.
These needs are all about by personal
development. In a work context a person's job,
career, or profession can provide a significant
satisfaction of growth needs.
CONCLUSION
Clayton Alderfer extended and simplified
Maslow’s hierarchy into a shorter set of three
needs: Existence, Relatedness and Growth
(hence 'ERG'). Unlike Maslow, he did not see
these as being a hierarchy, but being more of a
continuum.  
Herzberg’s Theory of Motivation






In 1960 Herzberg published two factor theory
(maintenance and motivators of needs).
This theory proposes that “people are
motivated by motivator rather than
maintenance factors”.
Intrinsic and Extrinsic Factors.

3-46
Herzberg’s Two-Factor Theory
of Motivation


Motivator Factors (believes motivation come from
within the person through the work itself)



Maintenance (Hygiene) Factors (believes motivation
from outside the person and the job itself)

3-47









MOTIVATIONAL
FACTORS
Achievement
Recognition
Work Itself
Responsibility
Promotion
Growth













HYGIENE FACTORS
Pay and Benefits
Company Policy and
Administration
Relationships with coworkers
Physical Environment
Supervision
Status , Salary
Job Security
Acquired Needs Theory
(employees are motivated by their need for:)

Affiliation

Power

Achievement

3-49
Acquired Needs Theory


Motivating with high Ach: through non-routine work,
challenging task with clear attainable objectives. Fast
feedback and keep out of their jobs.



Motivating with high power: Let employees plan
and control their jobs as much as possible.



Motivating with high Aff: Give them lot of praise
and recognition. Make great buddies and mentors.

3-50
51

Criticism of the Content
Theories




Despite their wide use and impact on the
workplace, major criticisms exist of these
theories.
Universality - the theories pertain to be
universal theories and apply to everyone.
They take no account of gender, age, culture,
religious or other factor differences.

12/13/13
52



Individual differences and stability over time not only do the theories ignore the significance
of individual differences but they largely fail to
recognize that individual needs are constantly
changing, and consequently what may be a
motivator one day may not the next. Their
static nature doesn't relate to the real world.

12/13/13
53



Process simplicity - The theories assume that
the connection between needs and behavior is
non-problematic. They ignore the processes
that must be evaluated and implemented to
achieve the desired end result.

12/13/13
What is the Equity
Theory of Motivation?
John Stacey Adams, a workplace and
behavioral psychologist, put forward his Equity
Theory on job motivation in 1963.

3-54
Equity Theory
(proposed that employees are motivated
when their perceived inputs equal outputs.)

Our inputs
(contributions)
Our outcomes
(rewards)

=

Others’ input
(contributions)

=

Others’
outcomes
(rewards)
3-55
56

12/13/13
What is the Expectancy
Theory of Motivation?
In 1964, Vroom developed the Expectancy theory
through his study of the motivations behind
decision making.
The Expectancy Theory of Motivation explains
the behavioral process of why individuals choose
one behavioral option over another.

3-57
Expectancy Theory
Proposes that employees
are motivated when they
believe they can
accomplish the task and
the rewards for doing so
are worth the effort.

3-58
Expectancy Theory-That which you focus on
expands. If you focus on how bad the weather
is…the weather becomes worse in your world.
If you focus on how good your opponent is…
your opponent becomes better in your world. If
you focus on your strength…you become
stronger in your world
Choose your focus wisely !!!
3-59
What is the Goal-setting Theory
of Motivation?
The first empirical studies were performed by
Cecil Alec Mace in 1935.
Goal setting theory was developed and refined
by Edwin A. Locke in the 1960s.
Goals that are deemed difficult to achieve and
specific tend to increase performance more
than goals that are not.
3-60
Goal-setting Theory
Proposes that specific, difficult goals
motivate people

3-61
How Does a Leader Set
Meaningful Goals & Objectives to
Motivate Subordinates?

3-62
Criteria for Objectives


Singular result




Specific




Exact performance expected

Measurable




One end result

Observe and measure progress

Target date


Specific completion date
3-63
Other Criteria for Objectives
Difficult but achievable
 Participatively set
 Commitment of employees


3-64
What is Reinforcement Theory

“proposes that through the consequences for

behavior, people will be motivated to behave in
predetermined ways”

3-65
Reinforcement Theory



Also known as behavior modification
Based on studies of B.F. Skinner




Depends on reinforcement







Major topic of study in Psychology

Positive (attractive rewards)
Avoidance (avoid negative results)
Extinction (reduce undesirable behavior)
Punishment

Reinforcement can be



Continuous
Intermittent (the reward is given based on the
passage of time or output. E.g., tea break, salary,
praise after the achievement)
3-66
Yo u g e t
wha t y o u
re info rc e ,
no t a lwa y s
wha t y o u
re wa rd !
3-67
How Can a Leader Motivate
Using Reinforcement?

3-68
Motivating with Reinforcement


Set clear objectives




Use appropriate rewards








Employees must understand what is expected
Must be seen as rewards

Use the appropriate reinforcement schedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees
3-69
Give Sincere Praise



People will know if you mean it
Praise Model (Person to Person)







Tell what was done well
Tell why it is important
Take a moment of silence
Encourage continued good work

Learn to give praise easily


It is an effective and inexpensive motivational
tool
3-70
Which Motivation Theory
is the “Correct” Model?




All of them
None of them
None works in all environments, in all
situations, or for all people




Leader must be flexible

Knowledge of all theories will help in
determining the correct way to motivate in a
given situation

3-71
Which Motivation Theory
is the “Correct” Model?

3-72
THA K YO U. . !
N

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Leadership & motivation presentatiion

  • 3. Leadership Behavior and Motivation    Focus of this Presentation is: im p o rta nc e o f le a d e rs hip a nd m o tiva tio n Our definition of leadership stressed the importance of influencing others to achieve the organizational objectives through change. High Performance occur when leader create motivational environment that inspire followers to achieve firm’s goals. 3-3
  • 4. Leadership Behavior and Motivation      Motivational skills are critical to leadership success. How leader’s motivate their workers? Why people leave their jobs? Research shows employees stay if they are satisfied with their jobs and committed to their organizations and leave if they are not satisfied. Poor leaders drive employees to quit. 3-4
  • 6. Leadership Behavior and Style    Research on leadership had shifted from the trait theory paradigm to the behavioral theory paradigm. Now the focus on what the leader says and does. No leadership behavior were found to be consistently associated with leadership effectiveness. 3-6
  • 7. Leadership Behavior and Style     Leaders’ behavior is based on their traits and skills. Different studies shows employees retention is based on relationship between manager and employee. Relationship is based on the manager’s leadership personality traits and attitudes. Traits and attitudes directly affect leaders behavior with the employees. 3-7
  • 8. Leadership Behavior and Style   Pygmalion effect is based on traits, attitude expectation, and the leader’s treatment (behavior) of employees which determine the followers’ behavior and performance. Different studies confirmed leader’s behavior has causal effect on employee performance. 3-8
  • 9. 3 Level Leadership Model 9 12/13/13
  • 10. Stages of Leadership Model 10  First two levels, public and private leadership      A shared, motivating group purpose and vision Action, progress and results Collective unity and team spirit Individual selection and motivation Personal leadership    Developing one’s technical knowhow and skills Cultivating the right attitude towards other people Working on psychological self-mastery 12/13/13
  • 11. What is leadership style? 3-11
  • 13. 13 Blanchard and Hersey 4 part Model  Directing   Coaching   The stage in which the employee is doing the task but tentatively Supporting   When a employee is new to a task or job Employee know the task but lacks some confidence Delegating  Employee is up to speed and can handle the job 12/13/13
  • 14. Leadership Qualities        Charismatic Innovative Command and Control Pace Setter (sets high standards for him and team) Servant (puts services to others before self interest) Situational (act according to situation) Transformational (transform situation and teams thinking)
  • 15. What is the best leadership style? 3-15
  • 16. What is the best leadership style? The one which works for the individual leader in a specific time and in a specific environment People change. Friends become enemies. Things go wrong, but life goes on . 3-16
  • 17. Which leadership style do workers think is best? To lead people walk behind them - Lao Tzu 3-17
  • 19. 1. Be a Shameless Idealist*
  • 20. 2. Be Kind for No Reason
  • 21. 3. Get Good Education and Move to a Bad Neighborhood*
  • 24. 6. Pay the Zakat for Success
  • 25. 7. Know your Price
  • 26. 8. Be a Giving Person*
  • 30. 12. Everything is Possible in Pakistan, If You Don’t Have to W orry About Who Will Take the Credit?
  • 31. “Although there is no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration.” 3-31
  • 32. Motivation Anything that affects behavior in pursuit of a certain outcome. E.g( Facebook) 3-32
  • 33. Motivation Process “People go from need to motive to behavior to consequence to satisfaction or dissatisfaction” E.g., we are thirsty (need) and have a drive (motive) to get drink. We get a drink (behavior) that quenches (consequence and satisfaction) our thirst. 3-33
  • 34. Major Motivation Theories Classification of Motivation Theories Specific Motivation Theory 1. Content motivation theories (need motivation) a. Hierarchy of needs theory b.ERG theory c. Two-factor theory d.Acquired need theory 2. Process motivation theories (choose behavior to fulfill their needs) a. Equity theory b. Expectancy theory c. Goal-setting theory 3. Reinforcement theory (behavior can be explained, predicted, and controlled through the consequences for behavior) Type of Reinforcement a. Positive b. Avoidance c. Extinction d. Punishment 3-34
  • 35. Content Motivation Theories Focus on explaining and predicting behavior based on people’s needs. 3-35
  • 36. Hierarchy of Needs Theory Proposes that people are motivated through levels of needs which begin a basic life sustaining needs and progress to life and work satisfaction needs 3-36
  • 37. Maslow’s Hierarchy of Needs SelfActualization Esteem Social Safety Physiological 3-37
  • 39. Maslow’s Hierarchy of Needs How Firm meet these needs?  Self-Actualization Needs: Organization meet these needs by the development of employees’ skills, the chance to be creative, achievement and promotions, and the ability to have complete control over their jobs.  Esteem Needs: Organization meet these needs through titles, satisfaction of completing the jobs itself, merit pay raises, recognition, challenging task, participation in decision making and change for advancement. 3-39
  • 40. Maslow’s Hierarchy of Needs    Social Needs: Organization meet these needs through the opportunity to interact with others, to be accepted, to have friends. Activities include parties, picnics, trips, and sport terms. Safety Needs: meet these needs through safe working conditions, salary increases to meet inflation, job security, and fringe benefits (medical insurance/sick pay etc). Physiological Needs: meet these needs adequate needs salary, breaks and working conditions. 3-40
  • 41. ERG THEORY 41      A theory of human motivation that focuses on three groups of needs that form a hierarchy: e x is te nc e ne e d s re la te d ne s s ne e d s g ro wth ne e d s The theory suggests that these needs change their position in the hierarchy as circumstances change. 12/13/13
  • 42. Existence Needs   This group of needs is concerned with providing the basic requirements for material existence, such as physiological and safety needs. In a work context this need is satisfied by money earned in a job for the purchase of food, shelter, clothing, etc.
  • 43. Relatedness Needs    This group of needs focuses on the desire to establish and maintain interpersonal relationships with family, friends, co-workers and employers. Interact with other people, receive public recognition, and feel secure around people. The amount of time most people spend at work this need is normally satisfied to some extent by their relationships with colleagues and managers.
  • 44. Growth Needs   These needs are about the fulfilment of desires to be creative, productive and to complete meaningful tasks. These needs are all about by personal development. In a work context a person's job, career, or profession can provide a significant satisfaction of growth needs.
  • 45. CONCLUSION Clayton Alderfer extended and simplified Maslow’s hierarchy into a shorter set of three needs: Existence, Relatedness and Growth (hence 'ERG'). Unlike Maslow, he did not see these as being a hierarchy, but being more of a continuum.  
  • 46. Herzberg’s Theory of Motivation    In 1960 Herzberg published two factor theory (maintenance and motivators of needs). This theory proposes that “people are motivated by motivator rather than maintenance factors”. Intrinsic and Extrinsic Factors. 3-46
  • 47. Herzberg’s Two-Factor Theory of Motivation  Motivator Factors (believes motivation come from within the person through the work itself)  Maintenance (Hygiene) Factors (believes motivation from outside the person and the job itself) 3-47
  • 48.        MOTIVATIONAL FACTORS Achievement Recognition Work Itself Responsibility Promotion Growth         HYGIENE FACTORS Pay and Benefits Company Policy and Administration Relationships with coworkers Physical Environment Supervision Status , Salary Job Security
  • 49. Acquired Needs Theory (employees are motivated by their need for:) Affiliation Power Achievement 3-49
  • 50. Acquired Needs Theory  Motivating with high Ach: through non-routine work, challenging task with clear attainable objectives. Fast feedback and keep out of their jobs.  Motivating with high power: Let employees plan and control their jobs as much as possible.  Motivating with high Aff: Give them lot of praise and recognition. Make great buddies and mentors. 3-50
  • 51. 51 Criticism of the Content Theories   Despite their wide use and impact on the workplace, major criticisms exist of these theories. Universality - the theories pertain to be universal theories and apply to everyone. They take no account of gender, age, culture, religious or other factor differences. 12/13/13
  • 52. 52  Individual differences and stability over time not only do the theories ignore the significance of individual differences but they largely fail to recognize that individual needs are constantly changing, and consequently what may be a motivator one day may not the next. Their static nature doesn't relate to the real world. 12/13/13
  • 53. 53  Process simplicity - The theories assume that the connection between needs and behavior is non-problematic. They ignore the processes that must be evaluated and implemented to achieve the desired end result. 12/13/13
  • 54. What is the Equity Theory of Motivation? John Stacey Adams, a workplace and behavioral psychologist, put forward his Equity Theory on job motivation in 1963. 3-54
  • 55. Equity Theory (proposed that employees are motivated when their perceived inputs equal outputs.) Our inputs (contributions) Our outcomes (rewards) = Others’ input (contributions) = Others’ outcomes (rewards) 3-55
  • 57. What is the Expectancy Theory of Motivation? In 1964, Vroom developed the Expectancy theory through his study of the motivations behind decision making. The Expectancy Theory of Motivation explains the behavioral process of why individuals choose one behavioral option over another. 3-57
  • 58. Expectancy Theory Proposes that employees are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort. 3-58
  • 59. Expectancy Theory-That which you focus on expands. If you focus on how bad the weather is…the weather becomes worse in your world. If you focus on how good your opponent is… your opponent becomes better in your world. If you focus on your strength…you become stronger in your world Choose your focus wisely !!! 3-59
  • 60. What is the Goal-setting Theory of Motivation? The first empirical studies were performed by Cecil Alec Mace in 1935. Goal setting theory was developed and refined by Edwin A. Locke in the 1960s. Goals that are deemed difficult to achieve and specific tend to increase performance more than goals that are not. 3-60
  • 61. Goal-setting Theory Proposes that specific, difficult goals motivate people 3-61
  • 62. How Does a Leader Set Meaningful Goals & Objectives to Motivate Subordinates? 3-62
  • 63. Criteria for Objectives  Singular result   Specific   Exact performance expected Measurable   One end result Observe and measure progress Target date  Specific completion date 3-63
  • 64. Other Criteria for Objectives Difficult but achievable  Participatively set  Commitment of employees  3-64
  • 65. What is Reinforcement Theory “proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways” 3-65
  • 66. Reinforcement Theory   Also known as behavior modification Based on studies of B.F. Skinner   Depends on reinforcement      Major topic of study in Psychology Positive (attractive rewards) Avoidance (avoid negative results) Extinction (reduce undesirable behavior) Punishment Reinforcement can be   Continuous Intermittent (the reward is given based on the passage of time or output. E.g., tea break, salary, praise after the achievement) 3-66
  • 67. Yo u g e t wha t y o u re info rc e , no t a lwa y s wha t y o u re wa rd ! 3-67
  • 68. How Can a Leader Motivate Using Reinforcement? 3-68
  • 69. Motivating with Reinforcement  Set clear objectives   Use appropriate rewards       Employees must understand what is expected Must be seen as rewards Use the appropriate reinforcement schedule Do not reward unworthy performance Look for the positive Give sincere praise Do things for your employees 3-69
  • 70. Give Sincere Praise   People will know if you mean it Praise Model (Person to Person)      Tell what was done well Tell why it is important Take a moment of silence Encourage continued good work Learn to give praise easily  It is an effective and inexpensive motivational tool 3-70
  • 71. Which Motivation Theory is the “Correct” Model?    All of them None of them None works in all environments, in all situations, or for all people   Leader must be flexible Knowledge of all theories will help in determining the correct way to motivate in a given situation 3-71
  • 72. Which Motivation Theory is the “Correct” Model? 3-72
  • 73. THA K YO U. . ! N

Hinweis der Redaktion

  1. Chor at E11 – Atey Ka Katta
  2. Think Beyond It. Comfort Zone, Pakistan on Map, CMU at Qatar
  3. Whatever you have done in the past, ur future is spotless, perfect, fine.