Introduction to Management and Leadership Cluster 3: Lead and Develop People Show 1 Motivation and c

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Introduction to Management and Leadership
Cluster 3 Lead and Develop People Show 1
Motivation and commitment
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Motivation

• Motivation is derived through orienting
  individuals towards outcomes that energises,
  guides, and maintains behavior.

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Leadership styles and motivation

• Study on leadership and communication styles
  confirms they can influence commitment and
  decision making in a workplace. Traditional
  styles include
• Autocratic
• Laissez-faire
• Paternalistic
• Democratic
• Charismatic

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Communicating expectations and responsibilities

• Vroom-Jago Model
• Helps determine appropriate level of employee
  participation
• Practical means of assessing the situation
  selecting leadership style
• Five styles and eight decision typologies/
  categories

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Vroom-Jago Leadership decision styles

• Rationally defines the problem, completes the
  diagnostic process relating to the problem,
  generates solutions, evaluates solutions and
  choose best alternative solution (satisfies -
  best solution in their judgement)
• Rationally defines the problem, completes the
  diagnostic process relating to the problem, and
  generates solutions. At this point or earlier
  they involve the group in evaluating the proposed
  solution and/ or evaluation of alternatives. The
  choice of solutions and data collection by the
  group to evaluate options is usually limited.
• Rationally defines the problem, completes the
  diagnostic process relating to the problem,
  generates solutions, evaluates solutions and
  choose best alternative solution. The solution is
  then presented to the group for review of issues
  relating to implementation and overall
  understanding and feedback.

• AI Autocratic or directive style of problem
  solving
• AII Autocratic with group information input 
• AIII Autocratic with group's review and feedback

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leadership decision styles (contd)

• Defines the problem and completes the diagnostic
  process relating to the problem. Investigation of
  problem causes and solutions is completed with
  input from select individuals. Feedback on
  solutions and evaluation prior to choice of
  optimum solution. Choice of 'best' solution
  remains with the leader.
• Defines the problem and completes the diagnostic
  process relating to the problem. Investigation of
  problem causes and potential solutions with input
  from the affected group. Feedback on solutions
  and evaluation of options usually involves
  experts identified by the group prior to choice
  of optimum solution. Choice of 'best' solution
  remains with the leader
• Defines the problem and completes the diagnostic
  process relating to the problem. A group is then
  identified and involved in completing a proceeds
  to diagnose the causes of the problem. Following
  diagnosis, the group generates and evaluates
  solutions. Guided by the leader the group then
  chooses the solution.

• CI Individual Consultative StyleCII Group
  Consultative Style
• GI Group Decision Style

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Leadership decision styles (contd)

• The leader engages the group to complete the
  whole decision making process. The group defines
  the problem and performs all other functions as a
  group. The leader removes themselves from
  directing the process but remains to facilitate
  the process.
• The leader removes themselves from the decision
  making process completely. The group is
  constructed without a leader. If no substitute
  for task leadership, or process leadership is
  present, a process leader often emerges. This
  person may change from problem to problem. The
  group generates its own problem definition,
  performs its own diagnosis, generated
  alternatives, and chooses among alternatives

• GII Participative Style
• GIII Leaderless Team

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Vroom-Jago Decision styles and network analysis

• A B C
  D E F G

N
AI
Y
AI
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Motivation and levels of resistance
Can do it but wont
Not Able
Not Knowing the Expectations
Level of Resistance
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Maslows Hierarchy of Human Needs
Self-Actualisation - Achieving ones potential
Self - Esteem Confidence, respect, status
Social Needs Love, affection, belonging,
friendship
Safety Needs Security, safety, protection
Basic physiological Needs Stimulation, curiosity,
hunger, thirst, shelter, sex
Hierarchical Progression of Needs
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Expectancy - Value model of motivation

• Peoples levels of motivation to engage in a task
  is related to two main factors, their expectancy
  of being able to achieve the task and the value
  success would have for them. In turn, each of
  these factors is influenced by different elements
  in the situation and/or the individual. It is
  the interaction of all these that goes to make up
  the complex characteristic that we call
  motivation.

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Motivation and expectancy theory
(Source RW Scholes at http//www.cba.uri.edu/Scho
ll/Notes/Motivation_Expectancy.html)
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Expectancy

• We are more motivated to try tasks which we
  believe we can succeed at. Our belief is
  influenced by the following
• Self-efficacy (high vs. little)
• View of Ability (incremental vs. entity view)
• Locus of Control (own vs. outside)
• Support (available vs. not available)
• Time and Resources (adequate vs. lack of)

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Value

• We are more motivated to try tasks that seem
  worthwhile to us. The value of success at a task
  to us is influenced by the following
• Intrinsic interest (personal vs. impersonal)
• Instrumental value (rewarding vs. non-rewarding)
• Prior need status (needs met vs. unfulfilled)
• Self-image (Enhancing vs. Contradicting)
• Relational Value (Importance to others vs.
  devalued by others)

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Conditions for individual reward and commitment

• Intrinsic Process Motivation
• Instrumental Motivation
• External Self Concept-based Motivation
• Internal Self Concept-based Motivation
• Goal Internalisation

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Gaining individual and team commitment
Solution being implemented
Decision or problem basis
Group communication and Interaction
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Process for implementing decisions that gain
commitment
2.Agree on outcomes
1.Prepare
3.Stimulate interest
4.Facilitate involvement
Planning Decision Implementation
Major Considerations including existing budget,
Key Result Areas or Performance Indicators,
performance management systems, and policy and
legislative directives.
7.Review Effectiveness
5.Align feedback
6.Co-operate to implement