MOTIVATION AND LEADERSHIP
Leadership Term Paper
Done by:
Supervised by:
Ahmad Jalamneh 6048549
Leen Qteshat
6048074
Zaina Al Swaeer 6047410
Kim Maya Sutton, M.A.
Table of Contents
1. INTRODUCTION ……………………………………………………………………………………………......1
2. THEORIES OF MOTIVATION………………………………………………………………………….………1
2.1 Herzberg’s Motivation Two-Factor Theory …………………………………………………………...…2
2.2 Motivation Factors …………………………………………………………………………………...2
2.3 Hygiene Factors …………………………………………………………………………...2
2.4Vroom's Expectancy Theory …………………………………………………….3
3. LEADERSHIP AND ORGANIZATION …………………………………………………………………...……4
3.1 Professional Organization Follows Professional Leadership………………………………...……….4
4. CASE STUDY ……………………………………………………………………………………………………5
5. THEORIES USAGE AND EXPLANATION ……………………………………………………………………7
6. CASE STUDY QUESTIONS …………………………………………………………………………………….9
7. BIBLIOGRAPHY……………………………………………………………………………………….….……10
Table of Figures
Figure 1 (Vroom's Expectancy Theory) .................................................................................................................... 1
Figure 2 (Successful Leadership Characteristics) ..................................................................................................... 1
Table of Tables
Table 1(Herzberg’s Motivation Two-Factor Theory)................................................................................................ 2
1. INTRODUCTION
In today's company world, firms confront new issues in terms of employee engagement
and retention than they did in the past. According to (Hiam, 2003) there is greater need
for intelligence and alertness regardless of the type of organization. Every organization
must move forward to a new direction in an innovative way by embracing the
opportunities and reducing threats (Hiam, 2003). The onerous task of developing and
retaining a workforce that is motivated and productive lies with the leadership of the
organization. Motivation of employees mostly depends on the leaders’ attitude and how
they equip, train and influence the employees (Morse, 2003). Organizations are not
only looking to retain employees, they are also looking to get great leaders as they
believe that leaders can bring special skills to the organization and eventually improve
the bottom level employees (Northouse, 2009). As a result, motivation and leadership
have become intertwined and a complicated topic. There is an excellent chance to
develop a thorough grasp of motivation and leadership, as well as their impact on
organizational success. The action of focusing one's behavior toward a certain objective
is characterized as motivation. Several ideas attempt to explain how and why
motivation works the way it does. The simplest explanation of motivation is "the urge
to limit bodily discomfort and enhance pleasure," however there are many more needs
that might motivate people (e.g. eating, resting, or the desired object, hobby, goal, state
of being, ideal). Other theories relate motivation to less obvious factors such as
altruism, selfishness, morality, or the need to escape death.
1. THEORIES OF MOTIVATION
Employee motivation research has a long history. It is one of the most examined sectors
in business. Many well-known theorists have developed many theories of motivation
that are still widely used today. Maslow's, Hertzberg's, McGregor's, and Vroom's
theories are crucial in the study and understanding of motivation.
1
2.1 Herzberg’s Motivation Two-Factor Theory
The two-factor motivation theory, otherwise known as Herzberg’s motivation-hygiene
theory or dual-factor theory, argues that there are separate sets of mutually exclusive
factors in the workplace that either cause job satisfaction or dissatisfaction (Herzberg
F. , 1966)
2.2 Motivation Factors
(Herzberg F. , 1959) argue that motivation factors are necessary to improve job
satisfaction. These motivators, according to Herzberg, are intrinsic to the job and lead
to job satisfaction because they satisfy needs for growth and self-actualization
(Herzberg F. , 1966).
2.3 Hygiene Factors
Hygiene factors are those which decrease job dissatisfaction. Herzberg, Mausner, and
Snyderman used the term hygiene in reference to “medical hygiene…[which] operate
to remove health hazards from the environment” ( (Alshmemri M,Shahwan-Akl , 2017)
Satisfiers
Dissatisfies
(Motivators)
(Hygiene Factors)
Performance and achievement
Salary
Recognition
Working condition
Job Status
The physical workspace
Responsibility
Relationship with
colleagues
Opportunities for
Relationship with
advancement
supervisor
Personal growth
Quality of supervisor
The work itself
Policies and rules
Table 1(Herzberg’s Motivation Two-Factor Theory)
2
2.4 Vroom's Expectancy Theory
Individuals behave if they expect favorable outcomes from their behaviors, according
to Vroom's Expectancy Theory. Individuals are less inclined to put up their best effort
if there is no chance of receiving a reward. As a result, people make decisions based
on what they expect to happen. The notion of expectation helps us understand why we
do what we do. The conviction that their activities will result in the expected reward or
objective influences an individual's expectations. Exertion and achievement have a
direct correlation.
Expectancy - A person's belief that putting up a lot of effort will result in the expected
results or performance. If something other than the amount of work is required to get
the desired result, motivation will be lost.
Figure 1 (Vroom's Expectancy Theory)
3
2. LEADERSHIP AND ORGANIZATION
The process of influencing individuals so that their efforts are directed toward attaining
the organization's goals is known as leadership. The process of influencing others'
behavior toward the achievement of specified goals is known as leadership. Orientation
in this case implies encouraging people to act in a certain way or pursuing a particular
course of action. (Management, 2004). The question is "Who is the leader?" and the
most acceptable answer can be: "The leader is defined as any person who influences
individuals and groups within the organization, helps them in defining objectives, and
guides them towards achieving these goals" (Nahavandi, 2003).
3.1 Professional Organization Follows Professional Leadership
According to (Luthans, F. and Avolio, B.J., 2003)), “authentic leadership is a process
that draws from both positive psychological capacities and a highly developed
organizational context, which results in both greater self-awareness and self-regulated
positive behaviors on the part of leaders and associates, fostering positive selfdevelopment”. An authentic leader should be able to assess their surroundings and
establish a behavior style that allows them to communicate information openly with
others while showing their own attributes in an ethical manner.
Figure 2 (Successful Leadership Characteristics)
4
3. CASE STUDY
MCIC is a well-known company that stands for Mikial for Calibration and Industrial
Consultation and fulfills the management system requirements necessary to provide
technically valid test and calibration results in various fields such as electronic,
mechanical, and other calibrations. It is distinguished by its highly trusted customer
services, elite cadres, excellent precision instruments, flexibility, and a safe working
environment. (1) There was an employee who worked there for a long time, the head
of the lab named Nalby. Nalby has a great team from different departments. The
relationship between them is from very good to excellent. He found out about a serious
problem that the company was facing through customer feedback which was taken by
the company on a daily basis. It is used in this case study two main motivation theories
which are Herzberg’s theory and the Expectancy theory. (2) Among the current
services provided by the corporation, in the electrical engineering department,
specifically instrumentation calibration, where calibration certificates are presented,
there were comments on them, and among these notes, and in a very large proportion,
there are many fatal errors in standardization certificates, In which was divided into
linguistic or technical errors that are reflected in the testimony, and accordingly, Nalby
researched this subject more and collected more and more observations, in addition to
this, he began to take measures to solve this dilemma for which he called the meeting
of experts. Technicians from all departments and explained to them the massive
problem. It contains the best of competition between them when it states that “whoever
has found a solution or has the ability to reduce and avoid the errors that exist, he will
get a higher job status and have the opportunity of advancement, which is to be a
supervisor.” (3) But there were rules and restrictions for who could enter this honorable
competition, which is that the employee should be qualified enough for such a position
to which he would have risen if he did what he should have done. The problem is that
the employee faced many difficulties such as exams, including technical language,
skills and technical skills, personal and computer skills.
5
To choose from a large number of competitors who deserve it, numbering only five,
but with all these difficulties, challenges, experiences, and excellent skills that they
have obtained, they need to further develop themselves and the level they are at now.
As a result, they took special intensive courses in soft skills and computer skills and
etc. (4) A deadline was set for them to hand in the required projects and after intense
efforts that were put into the projects carefully, which were delivered. What was
noticed is that most of them or more were revolving around the same ideas. Still, one
of the employees was one of a kind who generated a really brilliant outcome that was
a special problem-solving program for these certifications called Ali. (5) In general,
the program is based on the interrelationship of the steps with each other, and it
mitigated errors by avoiding human intervention in entering the required data for these
certificates. Instead, it has become a major and trusted source for the company itself
from a basic computer, and it also foretells many problems that can occur outside the
scope of its expectation. (6) Ali proved his worth, ingenuity, and enthusiasm for the
developed program, and he won the admiration of Nalby and his competitors within
the same team with a feeling fulfilled of sportsmanship. Moreover, it was approved
with many developments and modifications. (7) Furthermore, he received his award
after his brilliant efforts to become a regular employee to a general supervisor, and the
employee was also developed by receiving the opportunity to apply for training
courses. And since the team’s relationship is very integrated and comfortable with each
other, the new supervisor wanted to provide also the many benefits to his colleagues in
many ways, including by applying to courses that he previously provided, and they
started holding training courses for new technicians in the company so that the new
technician has high qualifications in various ways Important aspects of his job and
within a year. (8)
7
4. THEORIES USAGE AND EXPLANATION
Paragraph (2) mostly discusses Herzberg's hypothesis. It demonstrates one of the
dissatisfies factors, which can also be referred to as hygiene factors, which, if not
addressed, will have severe negative consequences for the company in general and the
team or department in particular. These consequences include drawn battle lines, a lack
of communication and collaboration, and an increased level of suspicion; in addition,
productivity and efficiency will suffer sharply. As previously said, the relationship with
other colleagues is very good to fantastic, and it is ideal, indicating that the work
environment is healthy. As a consequence, the firm and the team benefit from an
interconnected team with wonderful current and future outcomes. Everything changes
for the better when colleagues work together as one hand toward the same objective.
Paragraph (3) shows that the work environment, career development, and job
satisfaction all contribute to a firm since they have a large and proportionate influence
on each other. Job growth is a process in which employees go through a succession of
phases, each distinguished by a unique set of developmental duties, activities, and
connections. Organizations utilize this technique to guarantee that individuals with the
necessary qualifications and experience are accessible when needed. Furthermore,
improved job performance and employee dedication in his or her professional life.
Furthermore, according to Herzberg's theory, the higher the chance of receiving a job
development, the higher the incentives that are incorporated inside the work
capabilities, since job status is one of the primary satisfiers in it. Paragraph (4) shows
that there are different sides of Herzberg's theory's elements here, one from the hygiene
factors and one from the motivators. Personal growth is referred to as a motivator, and
it is derived from the satisfiers elements, the more they rise, the better it is, and the
other one refers to the policies and laws that were imposed on the circumstances.
7
Starting with the regulations and rules component, it offers benefits and drawbacks for
employees. Furthermore, such contests that focus on the bright side and huge successes
encourage employees to maintain ethical habits and can push employees to put in the
effort and obtain good outcomes. Competition in fact, enhances physiological and
psychological activity, preparing the body and mind for more effort and higher
performance. That is the entire premise of this competition. However, when focused
on the negative aspects of unethical action, such as punishments, the higher the level
of anxiety. Furthermore, the more laws and rules that are imposed on the competition
or the work environment, the more difficult it becomes, since incorrect regulations may
cause more harm than benefit. As it focused on having the best workers among a big
number of employees, the rules and procedures were basic, clear, and appropriate. As
a result of the above-mentioned rivalry, employees took advantage of possibilities for
personal growth, advancement in the workplace, and the development of new skills and
methods. This is referred to as personal growth since they began attending particular
intense classes in numerous disciplines, and the outcomes have been so beneficial.
Personal development encompasses a wide range of activities that aim to improve a
person's talents and potential, improve employability, and quality of life and also create
human capital. And finally, when having a healthy relationship with the supervisor helps
to acknowledge the supervisor's needs, reduces the likelihood of problems, improves
employee morale and productivity, and ultimately, it can boost the career itself with
good communication skills and building trust—and the rewards will follow, as Ali did.
Like how Ali helped others by providing training classes to obtain good certifications.
And these are two of the most important hygiene variables in Herzberg's theory, which
states that when they are at their peak, they provide the best result.
7
5. CASE STUDY QUESTIONS
 How Supervisor “Nalby” motivated the workforce to work harder and produce
more in less time? What is the reason behind this?
•
Employees that are motivated are more likely to work harder, come on time,
and concentrate on their daily tasks. Productivity levels may improve, and a
company's overall production may improve. For example, in our case study,
when the supervisor has motivated the employees by offering them a higher job
status, they all worked hard to solve the problem and find the optimum solution
to gain the reward, which is a higher job status.
 How did the relationship between the supervisor “Nalby” and employees build
a good workplace atmosphere and improved employee morale and
productivity? What is the reason behind this?
•
Employees who have positive connections with their supervisors are more
likely to be satisfied with their jobs and to perform better than those who have
poor relationships with their supervisors. In our case study, “Nalby” kept
positive relationships with the other employees which led to higher workplace
productivity and a stress-free atmosphere.
 What is the impact of Nalby’s professional vision on the employees and
organizational performance? Does a professional leader’s vision lead to
professional organizational performance and plays an important role in the
organization? What is the reason behind this?
•
Organizational leadership communicates the purpose and vision, develops the
strategic plan, and motivates employees to use their skills to achieve the
strategic plan's goals and, ultimately, the leader's vision. As it’s in our case
study, the leader “Nalby” managed the issues and he did a vision with a clear
and professional milestone plan to invent the solution.
9
6. BIBLIOGRAPHY
Alshmemri M,Shahwan-Akl . (2017). Herzberg's two-factor theory. Life Science Journal.
Herzberg, F. (1959). The motivation to work. New York: John Willey and sons.
Herzberg, F. (1966). Work and the nature of man. New York: Thomas Y. Crowell.
Hiam, A. (2003). Motivational Management: Inspiring Your People for Maximum
Performance. AMACOM, American Management Association.
Luthans, F. and Avolio, B.J. (2003). Authentic Leadership: A Positive Developmental
Approach. Cameron: K.S., Dutton, J.E. and Quinn, R.E., Eds.
Management, A. o. (2004). The Academy of Management Review. The Academy of
Management .
Morse, J. M. (2003). Principles of mixed methods and multi-method re search design. Sage
Publication.
Nahavandi, A. (2003). The Art and Science of Leadership. Prentice Hall.
Northouse, P. G. (2009). Leadership: Theory and Practice. SAGE Publications.
10