CH13
Leadership Management and motivation CH13 P276
WHAT MAKES A GOOD LEADERS?
Leadership can be describe as the way a person guides shows the way or holds a group
together.
The approaches that explain the leadership:The trait approach: in which attempts were made to identify sets of individual's traits that
characterized effective leader.
Situation theories: which seek to identify the leadership traits and behaviors that might be
most effective in particular situation?
Social process accounts: - which seek to understand leadership as a social process rather
than attribute of an individual or an interaction between an individual and a situation.
- Under Social process accounts, there is two kinds of leadership have been distinguished
1- Transactional leadership
- The transactional leadership influences other by appealing them to their self interest.
- The relationship between leaders and followers is seen as transactions that enable each to
reach their own goals.
- Transaction leaders supply all the ideas and use rewards as their primary source of power.
- The relationship continues between leaders and followers as the reward is desirable.
Transformational leadership: - Transformational leader described as visionary )‫ (وهمي‬leader inspires followers to do more
than originally expected.
- Transformational leader motivate followers to work towards goals that transcend
immediate self interest to strive for higher order out come.
)‫لتحقيق نتائج أفضل‬.‫(للعمل على تجاوزا لمصلحة الذاتية للسعي بجهد‬
- Transformational leader transform the needs of followers so they become less motivated
by self interest and more motivated to serve the interest of the wider group.
- Followers become emotionally and intellectually deskilled through giving up their own
sense of ability ,direction and meaning.
- Leaders become appeal by their follower's investment in them.
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Differences between transaction and transformational
Transactional leader
Transformational leader
Contingent reward – contracts exchange of Charisma- provides vision and sense of
rewards for good performance recognizes mission, instills pride, gains respect and
accomplishments.
trust.
Management by expectation (active) – Inspiration
–
communicates
high
watches and searches for deviations from expectations, uses symbols to focus efforts,
rules and standards, takes corrective action.
expresses important purposes in simple way
Management by exception (passive) – Intellectual
intervenes only if standard are not met.
stimulation
–
promotes
intelligence, rationality and careful problem
solving.
Laissez-faire- abdicates responsibility avoid Individualized
making decision.
consideration
–
gives
personal attention, treats each employee
individually, coaches and advises.
Competencies of transformational leaders:- Four major competencies have been found to be common to transformational leaders: the
management of attention, meaning trust and of self.
Competency
Explanation
Management of attention
One of the competencies most apparent in transformational
leaders is their ability to draw other to them, not because they
have a vision, a dream, a set of intentions, an agenda, or a
frame of reference, but because they communicate an
extraordinary focus of commitment which attracts people to
them.
Management of meaning
To make dreams apparent to others and to align people with
them, leaders must communicate their Vision. Communication
and alignment work together. Transformational leaders make
ideas tangible and real to others, so they can support them. No
matter how marvelous the vision, an effective leader must use
metaphors, words, to make that vision clear to others.
Management of trust
Trust is essential to all orgnisations. The main determinants of
trust are reliability and consistency. People prefer to follow
individuals they can count on, even when they disagree with
their viewpoint, rather than people they agree with but who shift
positions frequently.
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Management of self
The
fourth
transformational
leadership
competency
is
management of self: knowing one's skills and deploying them
effectively. Management of self is critical; without it, leaders and
managers can do more harm than good. Like incompetent
doctors, incompetent mangers can make life worse, make
people sicker and less vital.
Leadership as negotiation:
- It is not enough for a person to offer direction: the direction needs to be accepted by others
and negotiation is a way of reconciling the different needs of people and influencing them to
work to common goals.
- Leadership (button – up approach) can influence:
Strategic issues: These are ends that a group seeks, this concern the direction in which a
group should go in a changing environment, identifying opportunities and avoiding threats.
Task issues: these are means of achieving the desired result a group include how task can
be performed and wheather there in tension the ends and the means.
People or maintain issues:
- Leaders will build and maintain solid relationships with others
- Leaders maintain the commitment of individual while follow up the aims of the group or
orgnisation.
Contingency, leadership and management
A contingent approach to leadership and management.
- A contingent approach to leadership and management is one in which the suitable
leadership style will depend on local circumstances or situation.
- The leader own preferred style will be, but one factor in this other factors will be
The style that staff expect
The job has to be done.
The organisatoinal culture.
- The contingent approach emphasizes the importance of local circumstances and the idea
that appropriate behavior is that which take account on them.
Fayol's management processes:1- Forecasting and planning: The manager must look ahead, assess the future and
make a provision )‫(يؤمن‬for it
2- Organisation: there must be an appropriate organisatoinal structure to allow
orgnisation activities to be carried out.
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3- Leading: The manger inspires the staff to secure their commitment to the
orgnisation and to the job.
4- Coordinating: One department's activities must fit to other department to reach the
goals of orgnisation.
- The manager of a department must be in constant touch with other manager to secure this
coordination.
5. Controlling: There must be a system of control.
Mintzberg ' s management roles: - According to Mintzberg studies about managers working that there is a gap between
theory and practice.
- He found that managers was characterized by speed, interruptions and fragmentation of
activities.
- Mintzberg identified ten roles that describe the variety of manager's work and he grouped
it nit three clusters: Interpersonal
The manager: 1- Act as a figurehead, the person who represents the orgnisation.
2- Leads the stuff.
3- Liaises between the orgnisation and the people outside it.
Informational
The manager: 4- Monitors the information flows within and outside the orgnisation
5- Disseminates relevant information to those who need it.
6- Act as spokesperson for the orgnisation.
Decision making
The manager: 7- Sometimes acts as an entrepreneur, initiating a course of action
intended to changes something within the orgnisation.
8- Sometimes reacts to events, acting as a disturbance- handler.
9- Allocates resources such as the matching of people and jobs, the
allocation of money, equipment and so on.
9- Negotiates with others, that is , trades resources with them
Scientific management: - Scientific management assumption that the best result will come as people behave more
like parts in machine.
- The classic example of this kind of job design is the mass production factory such as the
automotive assembly )‫ (تجميع‬line.
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- Similar approach can be found on service operation such as fast food out lets.
- This approach has been criticised by some on ethical grounds and because it is argued
designing jobs in this way fails on maximise their potential.
The socio- technical systems approach: Socio technical approach attempts to balance the needs of the operation with the needs of
those that work on it.
- Practices associated with this approach to job design include:
1- The use of independent work groups or teams.
2- Making staff directly responsible for monitoring the quality to their own work, rather than
using a separate quality control function.
3- Cross – training workers to performance different jobs (job enrichment) or include more
skills in their present jobs (job enlargement).
4- Employee involved the team work.
5- Using technology to increase the skills and content of jobs.
Management by objectives: - Management by objective (MBO) goals is that instead of telling people how to do their
work.Managers provide staff with tasks which have targets or objectives to reach.
- These objectives provide a clear set of standards against which to measure the employees
progress.
MBO depend on objectives or targets being: Challenging.
Attainable
Subject to measurement.
Relevant.
- MBO is way of controlling activities while involving both manager and employee in
process.
- MBO is useful for negotiating with staff regarding what will be achieved.
Potential problems with MBO (disadvantages)
- The employees may feel guilty if the fail to reach targets.
- Objectives may conflict unless care is taken to communicate and to train managers in the
principle of MBO.
- The objectives may be too high or low.
- The focus maybe on what is measurable, at the expense of more qualitative aspect.
Using the SMART framework to set objectives:- Objectives have particular characteristics, the widely used is SMART.
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- Specific: they must state clearly what is to be achieved.
- Measurable: They must state how success will be measured.
- Agreed: They must be agreed with the person who will carry out the objective with the one
who affected by the result
- Realistic: they must achievable within the chain of the situation and in alignment with other
objectives.
- Timed: They must be a target time set for achieving the objective
End of page 286
Motivation:- Two different approaches of motivation: 1- Need Theories: people behave to satisfy their needs.
Example( A) Maslows hierarchy of needs.
(B) Hertzbergs tow factor theory of job satisfaction.
2- Expectancy theories: These Theories attempt to explain motivation as result of
people expectations that they will receive the rewards they want from their work.
Maslow's hierarchy of needs: The first four needs are known as deficiency needs while the fifth growth need.
- It describes human behavior in terms of innate needs for ranging from primary
physiological needs.
- Once the physiological needs is satisfied the
Self achuatiasation
Need for safely becomes the active one.
- Each layer from these needs cannot
Esteem
be achieving until previous lays got the satisfaction.
- The problem with this model is there is very little
Social
evidence that needs are activate in this hierarchical
Safety
way.
Physiological
Hertzbergs tow factor theory: -
The hierarchy of needs
- Hertzbergs tow factors of motivation focuses on job satisfaction attempting to distinguish
between event or change that lead to an increase in job satisfaction (Motivation factors).and
event or changes that reduce job dissatisfaction (hygiene factors).
- The factors are separated so a reduction in dissatisfaction not affect a person job
satisfaction.
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The traditional view
Satisfaction
Dissatisfaction
Hertzbergs view
No Satisfaction
Satisfaction
Motivation Factors

Achievment

Recognition

The work it self


Resposibility
Advancement and Growth
Dissatisfaction
No dissatisfaction
Hygiene factors



Supervision
Working Conditions
Interpersonal relationship

Pay and job security

Company policies

- The satisfaction features (motivation factors) concern the person relationship with the job
itself.
- The dissatisfaction – reducing features (hygiene factors) concern the context or
environment in which the job is done
Expectancy Theory: - Expectancy theory concentrates on the link between the effort that the person is ready to
expend and the person expectation that the effort will lead to an outcome that the person
will value
Effort
Performance
outcomes
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- The theory describe that a person effort is expressed in performance and that performance
will lead in a set of outcomes.
- The theory provides a relatively explanation of motivation and performance.
- The theory is helpful because it reminds the manager that to be ready alone is not enough,
the necessary ability including necessary tools must be in place.
The psychological contact: - The psychological contract is the private unwritten set of expectations that can employee
has of the orgnisation and that the orgnisation has with the employee.
Employee empowerment: - )‫(تمكين‬
- Empowerment can be seen as the giving of increased responsibility and control to
employees over their working lives the figure below shows the various method of employee
Involvement as a series of steps inprogression.
Empowerment
Semi- autonomous work group
Negotiating / partnership
Consulting
Information
- Some reasons for promoting employee investment and empowerment are:
1. They can bring about enhanced commitment from employees.
2. They can encourage all workers to pull in the same direction.
3. Increase competition, instability, uncertainty and complexity in the global economy.
4. The costs of maintaining traditional managerial hierarchies are increasing.
Managing the process of empowerment
- The model identifies six steps in planning, implementing and evaluating an empowerment
initiative.They constitute a closed – loop system which should result in continuous
organisatoinal improvement.
1. Define and communicate: the meaning of empowerment to everyone at all levels of
the orgnisation.
2. Set goals and strategies: that provides a framework for people at every
organisatoinal level as they make their own efforts to extend and strength
empowerment
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3. Train: people to fulfill their new roles and perform their functions in way that are
consistent with the company's goals for extending and strengthening empowerment.
4. Adjusting the orgnisation structure: to achieve leaner managements, reduce
bureaucracy and greater autonomy.
5. Adjusting the organisation system, ex: planning, promoting, training, and hiring to
support empowerment.
6. Evaluate and improve: the process of empowerment by measuring the progress
being made and the perceptions of the orgnisation members
Approaches to job design: - Job design influenced by variety of approaches.
- Scientific management or taylorism emphasis productivity benefits as a result of the
division of labour.
- Behavioral model argue that job design to fulfill peoples self esteen and personal
development are more likely to result in satisfactory work performance.
- Empowerment principles concentrate on increasing the autonomy of individual workers in
shaping their jobs.
- Socio technical approaches in design work, at one extreme based on close control,
employees are closely monitored and task are tightly specified.
- At other extreme )‫ (تطرف‬work system based on developing employee commitment to
clearly understood goals.
- How should jobs be designed?
- Design will depend on the quantity and mix of skill and tasks to be accomplished, and the
degree of technology or (automation) involved.
- There is also be an attempt to balance the need of the operation to be under taken with
the needs of those who will carry it out.
- Job design involves, making decision regarding to: What task to give to each person in the orgnisation?
In what sequence they should be performed.
Where to locate each job
Who else should be involved in it?
How people should interact with their workplace and their immediate work environment?
What skills to develop in staff?
How much autonomy to give staff
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