Motivation
and
Leadership
Motivation
2
Employee motivation
Definition:
• willingness to put efforts to achieve
organization's goals, with expectations to
satisfy individual needs
• three basic issues
› effort,
› organizational goals,
› individual needs satisfy.
This can be portrayed in the following diagram:
Employee
effort
exerted
Organizational
goals
achieved
Individual
needs
satisfied
3
Expectancy theory
The Expectancy theory argues that motivation is a
product of three factors namely; how much one wants a
reward (valence), one’s estimate of the probability that
efforts will result in successful performance
(expectancy), and one’s estimate that performance will
result in receiving the reward (instrumentality).
The relationship can be described in the following formula:
Valence x
Expectancy x Instrumentality
Motivation
4
Valence:
It is the expression of the amount of
one’s desire to reach for a goal.
People may have positive or negative
preferences for an outcome, and
accordingly
the valence may be positive as well as
negative.
5
Expectancy:
It is the strength of belief that one’s workrelated effort will result in completion of a task.
Expectancies are stated as effort-performance
probabilities meaning the estimate of the
employee of the degree to which performance will
be determined by the amount of effort expended.
Instrumentality:
It represents the employee’s belief that a reward
will be received once the task is accomplished.
6
Frequently suggested structural
modifications:
• Job enrichment
• Job rotation
• Shorter workweek
• Flexi-time
• Work at home
7
Leadership
8
Leadership: Definition
Leadership is the ability to inspire confidence and support among the
people who are needed to achieve the organizational goals.
Leadership is the process of influencing and supporting others to
work enthusiastically towards achieving objectives.
Leadership is the interpersonal influence directed through
communication towards goal attainment.
Leadership is an influential increment over and above mechanical
compliance with directions and orders.
Leadership is an art that causes others to act or respond in a shared
direction.
Leadership is the art of influencing a people by persuasion or
example to follow a line of action.
Leadership is the principal dynamic force that motivates and
9
coordinates the organization in the accomplishment of its objectives.
Three elements
leaders
followers
situation
Positive and Negative Leadership
• positive approach would emphasize
rewards economic or otherwise
• negative approach emphasis penalties
10
Leadership styles
Autocratic leadership: Characterized by
centralization of power and decision making. The
leaders take full authority and assume responsibility.
Participative leadership: Characterized by
decentralization of authority. Here, the leader and
the group act as a social unit.
Free - rein leadership: Characterized by dependence
largely on the group to establish its own goals and
work out its own problems.
11
Management and Leadership
Management:
• is more formal and scientific than leadership since it
relies on skills like planning, controlling, and making
effective use of various resources, etc.
• uses an explicit set of tools and techniques, based on
reasoning and testing
• less likely to explicit emotion
• use of standard, well-established solutions to problems
Leadership:
• require teamwork and cooperation
• develop vast network and motivating a large number of
people in that network
• display enthusiasm, passion, and inspiration for
activities
• use imagination and creative problem-solving techniques
12
to bring about changes
Key contribution of the :
 leader is creating a vision for the
organization
 manager is implementing the
vision.
13
Final words
Leadership is temporary
A leader cannot make everyone happy
14