Community
Capacity Building
Program
Leadership and Motivation
Learning Objectives
• Understanding the relationship
between leadership and motivation
• Motivation through a psychological
framework
• Leadership theories/styles
• Participative leadership
• Qualities of successful leaders
Introduction
2 major influences affect how
individuals perform:
1. The type of leadership that exists
2. Personal motivation
• Important to look at these two
concepts as interconnected and
dependent on individual situations
What is motivation?
• Motivation is defined as “the extent to
which persistent effort is directed
toward a goal”
1. Effort - must be defined in relation to its appropriateness to
the objectives being pursued.
2. Persistence - relates to the willingness of the individual to stay
with a task until it is complete
3. Direction - measured in terms of how persistent effort is
applied in relation to the goals being pursued
4. Goals - individual goals and organizational goals (must be
compatible)
Types of motivation
• Extrinsic Motivation
- Factors in the external environment
such as pay, supervision, benefits,
and job perks
• Intrinsic Motivation
- Relationship between the worker and
the task
5 Ways to Motivate a Team
1. Figure out what makes them tick
(individual needs)
2. Give clear expectations
3. Consistent reinforcement and
consequences
4. Healthy competition
5. Change out team members
Activity 1 – Identifying Goals
• Create a thought web linking current and
future goals of the organization to internal
or external motivators
• Example:
Goal: Increase sales by 10%
Motivators: Top seller receives financial bonus
if goal is reached (extrinsic)
Top seller gets to choose their next project
(allowing seller to pursue work-based
interest would increase intrinsic motivation)
Needs-based Motivation
• Maslow’s Hierarchy of Needs:





Physiological
Safety
Relationship
Esteem
Self-actualization
• The more you move from basic to higher level needs, the
more motivation depends on internal factors
• Important that organizations present opportunities to satisfy
such needs
Needs-based Motivation
• Alderfer’s ERG Theory:
 Existence
 Relatedness
 Growth
• Similar to Maslow’s Hierarchy in that it focuses on a differing
levels of needs, which are usually satisfied in order of
importance
• Unlike Maslow’s theory in that it allows for higher needs to be
met before lower-level needs under certain circumstances
Needs-based Motivation
• McClelland’s Theory of Needs:
 Achievement
 Affiliation
 Power
• Concerned with the behavioral consequences of need
• Non-hierarchical
Needs-based Motivation
• These three theories present a useful
approach for thinking about
organizational behavior
• One is not inherently better than the
other; The point is to apply the
concepts of internal/external
motivation to individual situations
Motivational Goals
Most goals fall within two categories:
• Performance goal - individual is
concerned with acquiring favorable
judgment from his or her peers,
supervisors, or authority figures
(extrinsic)
• Learning goal - individual uses
feedback to increase his or her
competence (intrinsic)
Activity 2 – Needs and Motivation
• In small groups, answer the
following questions:
1. Whose needs are satisfied through
my organization? (Owners,
employees, clients, etc.)
2. What are some needs of each
group? (Relatedness?
Achievement?)
3. What is the best way to address
those needs to reach goals?
Leadership
• Once it is known what motivates
people, leadership can be thought of
in relation to individual situations
• Two main types of leaders:
Emergent
Assigned
Leadership – Shaping Behavior
• Rewards – the most effective type of
reinforcement
 E.g. Compliments, tangible benefits, etc.
• Punishments – have minimal impact
on behaviour
 E.g. Reprimands, withholding of raises,
unfavorable task assignments, etc.
Leadership Styles
• Directive - includes scheduling work, maintaining
performance standards, and letting subordinates
know what is expected from them
• Supportive - friendly, approachable, and concerned
with pleasant interpersonal relationships.
• Participative – leaders will consult with their
subordinates, and consider their opinions.
• Achievement-oriented - encourages subordinates
to exert higher efforts and strive for a higher level
of goal accomplishment.
Situational Factors
• 2 major situational factors affecting
leader success:
Subordinate Characteristics –
aptitude, individual needs
Environmental factors – task urgency,
clarity, appropriateness of leader’s
style to the situation, timing
Participative Leadership
• Has a wide range of applications – Can have total
involvement of subordinates in implementation,
planning, etc.
• Possible benefits of participation:
 Motivation
 Quality
 Acceptance
• Possible Pitfalls
 Requires a lot of time and energy
 Resentment
• Best to use this style when employees are part of a
team for an extended period and are
knowledgeable/proficient
Leadership Styles
• Vroom and Jago’s styles:
Autocratic
Consultative
Group
Qualities of Successful Leaders
• Intellectual Stimulation
• Energy
• Self-confidence
• Assertiveness
• Dominance
• Motivation
• Honesty and Integrity
• Charisma
Final Activity – Leadership Considerations
• Through other activities, goals, needs, and
possible motivators were identified. Now, take time
in groups to discuss the best leadership style for
one’s own situation.
• Questions to consider:
 How involved do others need or want to be?
 Is participative leadership an option? Why or why
not?
 What environmental considerations are there? Are
there external influences?
 Is it possible to adapt your leadership style to
different situations? Give examples
Participants’ Input
STRATEGY & PLANNING
RELATIONSHIP
BUILDING
ORGANIZATIONAL SKILLS &
MANAGEMENT
CO-OPERATIVE
DEVELOPMENT
Strategic Planning
Community
Development
Organizational Governance
Basics of a
Co-operative
Proposal Writing
Public Participation
Board Orientation
Co-operatives and
the Community
Development
Process I
Project Management
Alternative Dispute
Resolution
Meeting Management
Co-operative and
the Community
Development
Process II
Opportunity
Identification
Group Dynamics
Leadership and Motivation
Opportunity
Management
Interpersonal
Communications
Communications
Planning
Legal Issues
Conclusion and Evaluation
•
•
•
•
•
•
Review objectives
Review any additional expectations
Review Parking Lot
Point out Certificates of Participation
Complete evaluation
Thank you!
Community Capacity Building Program
http://www.ibrd.gov.nl.ca/regionaldev/capacitybuilding.html