Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
2. Workshop objectives
By the end of this workshop, participants will be able to:
Identify the characteristics of an effective leader & identify their
leadership styles.
Obtain a deeper understanding of leadership by a review of
appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance
productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and
behaviors into their management role
Optimize organization and work design for success in service
delivery teams
Leadership & Motivation - Gihan Aboueleish
3. WORKSHOP OUTLINE - LEADERSHIP
Leadership in Perspective
Importance of leadership for organizations
Definition of leadership
Leadership vs. management
How to create managerial leadership
What kind of leader are you: self-assessment
Leadership Styles
Leader’s source of power
Creating Job Satisfaction for Your Team
Identifying the components of an effective team
Communication skills of leaders
Designing an effective team communication strategy
Leadership & Motivation - Gihan Aboueleish
8. what’s the difference between
management and leadership?
Leadership & Motivation - Gihan Aboueleish
9. Difference between Leaders and
Managers?
“ A manager takes care of where you are; a
leader takes you to a new place.”
James Colvard, “Managers Vs. Leaders”
Leadership cannot replace management; it
should be in addition to management.
Leadership & Motivation - Gihan Aboueleish
10. “A leader's job is To rally
people Toward a Better
future”
marcus buckingham
Leadership & Motivation - Gihan Aboueleish
12. “ The surplus society has a surplus of
similar companies, employing similar
people, with similar educational
backgrounds.
working in similar jobs, coming up with
similar ideas, producing similar things,
with similar prices, warranties, and
qualities.” Jonas Ridderstrale and Kjel Nordstrom
Authors, Funky Business
Leadership & Motivation - Gihan Aboueleish
13. “when people leave companies, they
tend not to quit the company, they are
more likely to have quit the boss.”
Ken Blanchard
Leadership & Motivation - Gihan Aboueleish
14. Characteristics of a Bad Leader.. Video
Leadership & Motivation - Gihan Aboueleish
15. Can’s Value ;
Define the fundamental character of a
business
Help create the culture you want
Create a sense of identity for the business
Reduce game playing, politics and
confusion
Provide guidelines for managers and staff
Provide guidance for acceptable and
unacceptable behaviours
Leadership & Motivation - Gihan Aboueleish
16. Harley Davidson’s Values:
Tell The Truth
Be Fair
Keep Your Promises
Respect The Individual
Encourage Intellectual Curiosity
Mutually Beneficial Relationships
Leadership & Motivation - Gihan Aboueleish
18. Tannenbaum & Schmidt Style;
The Manager “Core”
1. …decides and announces the decision.
2. …'sells' the decision to the group.
3. …presents the decision with background ideas
and invites questions.
4. …suggests a provisional decision and invites
discussion about it.
5. …presents the situation or problem, gets
suggestions, then decides.
6. …explains the situation, defines the parameters
and asks the team to decide.
7. …allows the team to identify the problem,
develop the options, and decide on the action,
within the manager's received limits.
Leadership & Motivation - Gihan Aboueleish
20. Blake & Mouton Style
Concern for Production: The leader cares little
about people and operates in fear of something
going wrong. This person's focus is on achieving
results and productivity.
Concern for People: This leader cares little about
productivity and operates wholly from a desire to
be loved and approved of.
The grid Blake and Mouton created from these
two dimensions can help you to understand your
predominant style on the scale of concern for
productivity and concern for people.
Leadership & Motivation - Gihan Aboueleish
22. Likert leadership Style;
Exploitive authoritative
Leader – Low people concern Methods of threats & fear-based – To
achieve conformance. Communication is almost entirely downwards and the
psychologically distant concerns of people are ignored. “Centrally”
Benevolent authoritative
Leader – High people concern –to an authoritative position Methods
of rewards & listens with concern – To encourage high performance.
Communication lower down the organization . Although there may be some
delegation of decisions, almost all major decisions are still made centrally.
“Centrally”
Consultative
The upward flow of information here is still cautious and rose-tinted to some
degree, although the leader is making genuine efforts to listen carefully to
ideas. Nevertheless, major decisions are still largely centrally made. “Centrally”
Participative
the leader makes maximum use of participative methods, engaging people
lower down the organization in decision-making. People across the
organization are psychologically closer together and work well together at all
levels.
Leadership & Motivation - Gihan Aboueleish
24. Situational Leadership Styles
Telling Leaders
Telling leader defines roles & tasks - follower supervises very
closely. Decisions are made by the leader, and announced to the
followers. This means communication is predominantly one-way.
Selling Leaders
Selling leader defines roles & tasks - follower also seeks ideas and
suggestions from followers. Decisions are made predominantly by
the leader, but the communication style used is two-way. These
leaders are good at "selling" their ideas.
Participating Leaders
Participating leader passes along the day-to-day decisions, such as
dividing up the workload, to their followers. The participating
leader will help to facilitate discussions, and takes part in the
decision-making process, but ultimate control is with the
followers.
Leadership & Motivation - Gihan Aboueleish
25. Situational Leadership Styles
Delegating Leaders
Delegating leader is still involved in the workgroup's decisions, and helps to solve
problems, but the ultimate control is with the followers. In fact, with this situational
leadership style, the followers decide when to get the leader involved.
Development Levels of Followers
Blanchard and Hersey's situational leadership model also recognized the importance of
the development level of those being led. Their theory states that the leader's style
needs to reflect, in part, the competence and commitment of the followers. Those
two dimensions were then used to derive the following four development levels of
those being led:
Low Competence, High Commitment
Some Competence, Low Commitment
High Competence, Variable Commitment
High Competence, High Commitment
In Blanchard's model of leadership, there exists an ideal type of leadership style to
apply to each development level.
Leadership & Motivation - Gihan Aboueleish
29. John Adair Leadership Style
Achieve the task.
Build and maintain the team.
Develop the individual.
This creates a clear distinction between leadership and
management.
Creating charismatic 'Great Man' leaders is difficult and cannot
be relied on.
You cannot guarantee that such a person can be developed and,
once developed, that they will be reliable.
Adair's theory is more practical and shows that leadership can
be taught and that it is a transferable skill.
Leadership & Motivation - Gihan Aboueleish
31. Leadership Basic styles
Authoritative Style
Clear about what he is doing and
why he is doing it
Instills the same clarity in his
followers
Determines the end and leaves the
choice of means to his people.
Leadership & Motivation - Gihan Aboueleish
32. Authoritative Leader example ;
The authoritative leadership style is best used
in situations when a company or followers seem
to be drifting aimlessly.
Example : Bill Gates
Mr. Gates removed himself from some of the
daily operations of Microsoft, he was still thought
of as an industry visionary - an authority. Bill
Gates has done much to further its
advancement. He had a vision, he told the world,
and he aligned the resources of Microsoft with
that vision.
Leadership & Motivation - Gihan Aboueleish
33. Leadership style…
Autocratic Style
Retains all authority and decision
making power
No suggestions – no considerations
Instruct on what to do and how to do
Leadership & Motivation - Gihan Aboueleish
34. Autocratic Style examples
At the extreme, autocratic leadership can take the
form of a dictatorship. In this situation, the leader's
word is "law." The typical autocratic leader does
not involve others in the decision-making
process. This type of leader might resort to force,
manipulation, or even threats to accomplish their
goals.
Example : Martha Stewart;
Martha Stewart built her empire with personal
attention to every detail. Whether you liked her or
not, she was meticulous and demanding. She was
also very successful in her endeavors, and in using
her autocratic management style.
Leadership & Motivation - Gihan Aboueleish
36. Benevolent style Examples;
Benevolent leadership, is a leadership and management style that
continually emerges as perhaps the most important, and one of the
most captivating, behavior patterns accounting for career success.
Benevolent style Examples;
Ed Woolard, who began his career at a DuPont plant in Kinston, N.C.
From these humble beginnings, he ascended over the next 40 years to
ultimately become DuPont’s chairman and CEO.
Woolard said about his extraordinary success : “A good ‘B player’ can
surround himself with a lot of ‘A players." My job was really just to
nurture them and make them successful.”
It was his approach to leading and managing that made Woolard an
"A player", creating an environment and culture in which to attract
and retain the best people by supporting their ideas, bringing them
along, taking a proactive interest in their professional growth and
development, fostering their creativity, and encouraging them to do
their best.
Leadership & Motivation - Gihan Aboueleish
37. Leadership style…
Coaching style
Helps employees to identify their
strengths & weakness
Aligning employees
Encourages long term development
Issues challenging assignments
Leadership & Motivation - Gihan Aboueleish
38. Coaching style Examples ;
If your company's intellectual capital is weak, or if you're simply looking for
someone to share their knowledge, then you need to find someone that is
good at, or willing to practice, the coaching leadership style. Coaching leaders
are excellent at helping others to advance their skills, building bench strength,
and providing career guidance.
Examples of Coaching Leaders
It is extremely difficult to find clear examples of modern
coaching leaders. The best examples of this particular style
would be leaders that were labeled as "famous" mentors, or
those involved in well known mentoring pairings.
Mentoring Pairings
With that in mind, the following list of mentoring pairings
provides examples of leaders exhibiting the coaching leadership
style:
Red Holtzman (NBA coach) mentored Phil Jackson (NBA coach)
Andrew Carnegie (philanthropist) mentored Charles Schwab
(first president of US Steel)
Robert Patterson (CEO, National Cash Register) mentored
Thomas Watson (founder of IBM)
Leadership & Motivation - Gihan Aboueleish
39. Leadership style…
Democratic Style
Involves employees in decision
making process
Gets ideas from his people
Creates trust
Sets realistic goals
Leadership & Motivation - Gihan Aboueleish
40. Democratic Style Examples
When the workplace is ready for democratic leaders, the
style produces a work environment that employees can
feel good about. Workers feel that their opinion counts,
and because of that feeling they are more committed to
achieving the goals and objectives of the organization.
Democratic Style Examples
As a military leader, Eisenhower was faced with the
difficult task of getting the Alliance forces to agree on a
common strategy. Eisenhower labored hard to make sure
everyone worked together to come to a common
understanding. This was one of his greatest
achievements. It was here that the democratic leadership
style, and collaborative efforts, of Eisenhower shone
through. The subsequent victory of the Alliance forces
back up the correctness of the approach in that particular
situation.
Leadership & Motivation - Gihan Aboueleish
41. Leadership style…
Pacesetting style
Sets high standards and adheres on it
Passionate about increase in quality
and productivity
You perform or leave organization is
the attitude
Leadership & Motivation - Gihan Aboueleish
42. Pacesetting style
Effectively Using the Pacesetting Style
The most effective way to use the pacesetting style is when you need to get
quick results from a group that is already highly motivated and
competent. The style is also effective when group members are highly
competent in the task they are going to complete. Whether this comes from
aptitude or experience, the group members are going to be asked to work
quickly. There is no time to learn on the job, or teach someone a skill they may
be lacking.
Examples of Pacesetting Leaders
Perhaps the best examples of pacesetting leaders come from the
military. There is very little tolerance for making mistakes when the
stakes are that high.
Jack Welch
Jack Welch began his career at General Electric in 1960, and by 1981
he was named the company's eighth Chief Executive Officer. While
Jack Welch was also known for his informal approach that allowed him
to interact with employees at all levels in his organization, he was also
a persistent and demanding executive.
Leadership & Motivation - Gihan Aboueleish
45. Contingency Theory
It’s leader match theory because it tries to
match leaders to appropriate situations
A leader’s effectiveness depends on how well
the leader’s style fits the context
The theory was developed by studying the
styles of leaders in situations and whether
they were effective (primarily in military
organizations)
Concerned with styles and situations
Leadership & Motivation - Gihan Aboueleish
46. LPC Scale
Used to measure a person’s leadership style
For example, it measures your style by having
you describe a coworker with whom you had
difficulty completing a job. (not necessarily
someone you dislike, but someone with whom
you least like to work with)
After you choose this person, the LPC
instrument asks you to describe your
coworker on 18 sets of adjectives
Leadership & Motivation - Gihan Aboueleish
48. Scoring
Your final score is the total of the numbers
you circled on the 18 scales
57 or less = Low LPC (task motivated)
58-63 = Middle LPC (socio-independent
leaders, self directed and not overly
concerned with the task or with how others
view them)
64 or above = High LPC (motivated by
relationships)
Leadership & Motivation - Gihan Aboueleish
50. Contingency Theory
By measuring a leader’s LPC score and
three situational variables, one can
predict whether the leader is going to be
successful in a particular setting.
It is important to note that contingency
theory stresses that leaders are NOT
successful in all situations.
Leadership & Motivation - Gihan Aboueleish
51. Contingency Theory
Pros
This theory is predictive and therefore provides
useful information about the type of leadership
that is most likely to be successful in a specific
context
Does not require people to be successful in all
situations (perfection is not required)
Data from this theory could be useful to
organizations in developing leadership profiles
Leadership & Motivation - Gihan Aboueleish
52. Contingency Theory
Cons
Fails to fully explain why people with certain
leadership styles are more effective in situations
than others
Questions regarding the LPC scale have been
made because it does not correlate well with
other standard leadership measures.
LPC instructions
are not clear – leaders are unsure
how to choose a least preferred coworker
Also fails to explain what to do when there is a
mismatch between the leader and the situation in
the workplace
Leadership & Motivation - Gihan Aboueleish
53. Path-Goal Theory
Path Goal theory is about how leaders motivate
subordinates to accomplish designated goals
The stated goal of leadership is to enhance
employee performance and employee
satisfaction by focusing on employee
motivation
Emphasizes the relationship between the
leader’s style and characteristics of the
subordinates and the work setting
The leader must use a style that best meets the
subordinates motivational needs
Leadership & Motivation - Gihan Aboueleish
55. Path-Goal Theory
Leadership Behaviors
Directive leadership – leader gives instructions,
expectations, time lines, and performance
standards
Supportive Leadership- leader is friendly and
approachable, attends to the well being of
subordinates, and treats everyone as equals
Participative Leadership- leader invites
subordinates to give ideas, share opinions and
integrates their suggestions into the decision
making process
Achievement-Oriented Leadership- leader
challenges subordinates to perform at the highest
level possible. Leader has high standards of
excellence and seeks continuous improvement.
Leadership & Motivation - Gihan Aboueleish
56. Path-Goal Theory
Subordinate Characteristics
Need for affiliation- prefer supportive
leadership
Preferences for structure – prefer directive
leadership
Desires of control- prefer participative
leadership
Self-perceived level of task ability- prefer
achievement orientated leadership
Leadership & Motivation - Gihan Aboueleish
58. Path-Goal Theory
Pros
Helps understand how leader behavior
effects subordinates satisfaction and
work performance
Deals directly with motivation – one of
the only theories to address this
Provides a very practical model – make a
clear path and follow it
Leadership & Motivation - Gihan Aboueleish
59. Team Leader Effectiveness Checklist- Application
Instructions
Think over the last 6 months and indicate by ticking the
appropriate column how frequently you demonstrated
the behaviors described for each statement.
Leadership & Motivation - Gihan Aboueleish
60. Leadership Questionnaire – Application
An Assessment of Style - Task V People
orientation
The following items describe aspects of
leadership behavior.
Respond to each item according to the way you
would most likely act if you were leader of a
work group.
Circle whether you would most likely behave in
the described way: - always (A); frequently (F),
occasionally (0); seldom (S), or never (N)
Leadership & Motivation - Gihan Aboueleish
61. Path-Goal Theory
Cons
This is a very complex theory that
incorporates many aspects of leadership
Research only partially supports the theory
Fails to explain adequately the relationship
between leader behavior and subordinate
motivation
Treats leadership as a one way street,
places a majority of the responsibility on
the leader
Leadership & Motivation - Gihan Aboueleish
64. Persuasion skills
Consider a situation where a company has
to take an important decision about
funding a lucrative yet risky project. …..!
Learn how to persuade by analyzing whom
to persuade
Leadership & Motivation - Gihan Aboueleish
65. How to persuade a Skeptics
Skeptics are highly Gain as much credibility
suspicious
Skeptics trust same
Find out something
backgrounds common with him
They don’t like oppositions Handle them delicately, if
or challenges thrown to they are wrong correct
them smartly
Leadership & Motivation - Gihan Aboueleish
66. How to persuade a Charismatic
Charismatic are talkative Persuader should control the
& enthusiastic urge to match his enthusiasm
They look for facts to Don’t hide the facts, discuss
support their emotions the risk with him/her
Charismatic have short Present information at
attention span earliest
While deciding they take Give them one and give time
suggestions from high
profile executes
Leadership & Motivation - Gihan Aboueleish
67. How to persuade a Followers
Followers rely on past Make them feel confident
decisions made give E.g.
They fear making Provide testimonials & take a
wrong choices safe dwell in past
Don’t suggest out of box
Followers like proven ideas
and reliable ideas.
Leadership & Motivation - Gihan Aboueleish
68. How to persuade a Charismatic
Thinker are more Persuader should communicate
academic and logical the draw – backs initially
They like arguments Using presentations and
which are quantitative arguments to appeal their
and backed by data intelligence
They don’t forget bad Talk intellectually and proposal
experiences and have should appear to be best option
contradictory view
Leadership & Motivation - Gihan Aboueleish
69. Persuasion skills Exercise ; Application
Objective
Each team has to persuade an independent delegate to join their team.
Setup
Dividing the group into two teams with the exception of one person who
acts as an independent delegate.
Each team occupies one side of the room while the independent person
sits on a chair in the middle of the room between the two teams.
Each team has five minutes to brainstorm and make a case to pursue the
independent delegate to join their team.
Finally, one representative from each team has one minute to present
their case to the independent person and pursue him or her to join their
team.
Timing
Activity: 10 minutes
Group Feedback: 20 minutes.
Leadership & Motivation - Gihan Aboueleish
70. Motivational Skills
How do one ensures high level of
enthusiasm and commitment
during bad
times?????????................
Motivating people is not as easy as
it sounds
Leadership & Motivation - Gihan Aboueleish
71. General Methods of Motivation
Truth as the highest virtue
Desire to be great
Communicate, communicate &
communicate
Sharing the burden of risk
Motivating by caring
Motivating people at different levels
Motivating by setting difficult goals
Motivating in times of crisis
Leadership & Motivation - Gihan Aboueleish
72. Motivating frontline staff
Emotionally energies frontline people
How?
Take an example of US Marine Corps
Who invested time and energy to
cultivate strong values,
Encouraging to take up leadership positions
Clarity between team and leader
Leadership & Motivation - Gihan Aboueleish
73. Motivating Problem People
Motivational lectures, cash incentives, or
memos etc … will it motivate all of them?
What about problem employees… or
difficult people…!
Learn more about them, about yourself
and about situation
Have a range of alternatives
Have a formal one to one sessions
Leadership & Motivation - Gihan Aboueleish
74. Conflict resolution skills
What to do?
Skills required are:
Listening
Questioning
Communicating
Non verbal signs
Mediation skills
Leadership & Motivation - Gihan Aboueleish
75. Workshop - Application
You are highly recommended to do the
following steps by yourself;
A model of Power & Influence
Relations with Subordinates
Relations with superiors
How do effective leaders deal with their superiors?
Model of effectiveness and influence
Leadership & Motivation - Gihan
Aboueleish
76. Leadership Tactics
A model of Power & Influence
Relationships beyond chain of command
Step 1: identify the people who have to be led
How do leaders identify these
relationships?
Step 2: identify people who may resist cooperation
How do leaders assess power?
Step 3: develop relationship with resisting parties
How do leaders develop such relationships?
Step 4: good relations & good communication
Leadership & Motivation - Gihan Aboueleish
77. A model of Power & Influence continue….
Relations with Subordinates
Relations with superiors
How do effective leaders deal with their
superiors ?
Evaluate your boss strength and weakness
Evaluate your strength and weakness
Build a relationship & maintain it
Communicate, utilize his time prudently
Leadership & Motivation - Gihan Aboueleish
78. Model of effectiveness and influence
Setting Agenda
Building Network
Implementing agenda
Leadership & Motivation - Gihan Aboueleish
79. Assignment – Application
Develop a personal action plan to develop
Your leadership style
Sample is attached …
Leadership & Motivation - Gihan Aboueleish
80. Thank You
Leadership & Motivation - Gihan Aboueleish
82. LEARNING OUTLINE
What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Theories of Motivation
Old Theories of Motivation
Contemporary Theories of Motivation
Motivators.
Motivation & Goals.
Motivation and Behavior
Designing Motivating Jobs.
Motivation and Perception .
Issues in Motivation.
From Theory to Practice; Guidelines for Motivating Employees
Leadership & Motivation - Gihan Aboueleish
84. What Is Motivation?
Motivation
Is the result of an interaction between the person
and a situation; it is not a personal trait.
Is the process by which a person‟s efforts are
energized, directed, and sustained towards
attaining a goal.
Energy: a measure of intensity or drive.
Direction: toward organizational goals
Persistence: exerting effort to achieve goals.
Motivation works best when individual needs are
compatible with organizational goals.
Leadership & Motivation - Gihan Aboueleish
85. Definition
Getting results through people
Getting the best out of people
Peters&Waterman: “Management‟s
principal job is to get the herd heading
roughly west.”
Leadership & Motivation - Gihan Aboueleish
86. Motivation
“A great man is one who can make a small
man feel great, and perform great.”
Leadership & Motivation - Gihan
Aboueleish
87. Motivation theories
People work to satisfy their needs.
People work to satisfy their needs.
They work at their best when they are
achieving the greatest satisfaction from
their work.
The motivational theorists focus on
examining human needs
considering how the needs are met and can be
better met in work
Leadership & Motivation - Gihan Aboueleish
88. Whom do we need to motivate?
“telling role”: the subordinates
“selling role”: equals and superiors
“There is nothing I cannot achieve provided
that my boss gets the credit for it.”
Leadership & Motivation - Gihan Aboueleish
89. Theories of Motivation
Maslow‟s Hierarchy of Needs
MacGregor‟s Theories X and Y
Herzberg‟s Two-Factor Theory
Leadership & Motivation - Gihan Aboueleish
90. Theories of Motivation
Maslow’s Hierarchy of Needs Theory
Needs were categorized as five levels of lower- to
higher-order needs.
Individuals must satisfy lower-order needs before they
can satisfy higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level
that person is on the hierarchy.
Hierarchy of needs
Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization
Leadership & Motivation - Gihan Aboueleish
91. Maslow’s Hierarchy of Needs
Most Needs Have To Do With Survival Physically
And Psychologically
PHYSIOLOGICAL OR SURVIVAL NEEDS
Food, drink, shelter, sex, warmth, physical comfort
Leadership & Motivation - Gihan Aboueleish
92. Maslow’s Hierarchy of Needs
On the whole an individual cannot satisfy any level unless
needs below are “satisfied”
Robinson Crusoe’s first thoughts were to find water, food and
shelter. His second was to build a stockade and to get in
reserves of food and water.
SAFETY NEEDS
Freedom from danger and want
PHYSIOLOGICAL OR SURVIVAL NEEDS
Leadership & Motivation - Gihan Aboueleish
93. Maslow’s Hierarchy of Needs
SOCIAL NEEDS
Friendship, love, affection, belongingness
SAFETY NEEDS
PHYSIOLOGICAL OR SURVIVAL NEEDS
Leadership & Motivation - Gihan Aboueleish
95. Maslow’s Definition of a
Self-actualized Person
Has no mental illness
Satisfied in basic needs
Fully exploited talents
Motivated by values
Leadership & Motivation - Gihan Aboueleish
96. Characteristics of Self-actualizing persons
Superior perception of reality
Increased acceptance of self, of others, and of
nature
Increased spontaneity
Increased detachment and desire for privacy
Greater freshness of appreciation and richness of
emotional reaction
Leadership & Motivation - Gihan Aboueleish
97. Characteristics of Self-actualizing persons
Increased autonomy and resistance
to conformity
Higher frequency of peak
experiences
Increased identification with the
human species
Improved interpersonal experiences
More democratic character structure
High levels of creativity
Leadership & Motivation - Gihan Aboueleish
98. The Relevance of the theory
Deprivation at a lower level, causes loss of
interest in higher level needs.
A satisfying job at the higher levels will raise
the level of tolerance or deprivation at the
lower levels.
When a need at a given level is satisfied, the
law of diminishing returns set in.
Oversatisfying of a need may produce a
sense of guilt and/or deliberate self-
deprivation.
Different people will feel needs with
different levels of intensity.
Leadership & Motivation - Gihan Aboueleish
99. Theories of Motivation
McGregor’s Theory X and Theory Y
Theory X
Assumes that workers have little ambition, dislike
work, avoid responsibility, and require close
supervision.
Theory Y
Assumes that workers can exercise self-direction, desire
responsibility, and like to work.
Assumption:
Motivation is maximized by participative decision
making, interesting jobs, and good group relations.
Leadership & Motivation - Gihan Aboueleish
100. McGregor's Theory Y
The expenditure of physical and mental effort
in work is as natural as play or rest.
People can exercise self-direction and self-
control in the service of objectives to which
they are committed.
The average human being learns, under proper
conditions, not only to accept but to seek
responsibility.
The capacity for creativity in solving problems is
widely distributed among population.
Motivation occurs at the social, ego, and self-
realization levels as well as at the first two
levels.
Leadership & Motivation - Gihan Aboueleish
101. McGregor's Theory X
People inherently dislike work and will avoid
it if they can.
People must be coerced, controlled, directed,
and threatened in order to make them work.
The average human being prefers to be
directed, wishes to avoid responsibility, and
has relatively little ambition.
Most people have little capacity for creativity
for solving problems.
Motivation occurs only at the first two levels.
Leadership & Motivation - Gihan Aboueleish
102. Theories of Motivation;
Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are
created by different factors.
Hygiene factors: extrinsic ( job environment) factors that create
job dissatisfaction.
Motivators: intrinsic (psychological factors/job content) factors
that create job satisfaction.
Attempted to explain why job satisfaction
does not result in increased performance.
The opposite of satisfaction is not dissatisfaction, but rather no
satisfaction.
Leadership & Motivation - Gihan Aboueleish
105. Motivators
Achievement: This is a measure of the opportunities for you to use
your full capabilities and make a worthwhile contribution.
Responsibility: A measure of freedom of action in decision-taking,
style and job development.
Recognition: An indication of the amount and quality of all kinds of
„feedback‟, whether good or bad, about how you are getting on in the
job.
Advancement: This shows the potential of the job in terms
promotion. The story of the monkey.
Work itself: The interest of the job, usually involving variety,
challenge and personal conviction of one‟s significance.
Personal Growth: Opportunities of learning and maturing.
Leadership & Motivation - Gihan Aboueleish
106. Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating Jobs
Equity Theory
Expectancy Theory
Leadership & Motivation - Gihan Aboueleish
107. Motivation and Needs
Three-Needs Theory (McClelland)
There are three major acquired needs that
are major motives in work.
Need for achievement (nAch)
The drive to excel and succeed
Need for power (nPow)
The need to influence the behavior of others
Need of affiliation (nAff)
The desire for interpersonal relationships
Leadership & Motivation - Gihan Aboueleish
108. Examples of Pictures Used for Assessing Levels of nAch, nAff, Exhibit 16–4
and nPow
Leadership & Motivation - Gihan Aboueleish
109. McCleland’s Self-Motivated Achiever
Most people have a motivation to achieve but only in 10% of
the population achieve their goals.
The percentage (10%) is likely to be much higher in certain
jobs, like management.
High-achievers share three major characteristics.
They like to set their own goals. They want the victory or defeat to
be unmistakably theirs.
They tend to avoid extremes of difficulty in selecting goals. They
prefer moderate goals.
They prefer tasks which provide them with more or less immediate
feedback.
Effect of monetary incentives is rather complex. They are normally
working at peak efficiency anyway. They prefer to place a high
price on their jobs.
Leadership & Motivation - Gihan Aboueleish
110. Motivation Exercise: What do You Want for
Reward - Application
Purpose
We all want a better life, better job, more money,
better recognition and so on. But do we really know
what satisfies us the most in case we were going to
be rewarded? Does your organization know what you
would consider as a great reward?
Objective
Design a questionnaire on preferred rewards and
recognitions for your subordinates.
Leadership & Motivation - Gihan Aboueleish
111. Motivation Exercise: What do You
Want for Reward- Questionnaire
Purpose
This exercise is effectively a questionnaire that you
can provide to members of staff on a periodic basis
(e.g. annually) to collect ideas on rewards and
recognitions.
Objective
Fill in the questionnaire on preferred rewards and
recognitions.
Leadership & Motivation - Gihan Aboueleish
112. Motivation and Goals
Goal-Setting Theory
Proposes that setting goals that are accepted,
specific, and challenging yet achievable will result
in higher performance than having no or easy goals.
Is culture bound to the U.S. and Canada.
Benefits of Participation in Goal-Setting
Increases the acceptance of goals.
Fosters commitment to difficult, public goals.
Provides for self-feedback (internal locus of control)
that guides behavior and motivates performance
(self-efficacy).
Leadership & Motivation - Gihan Aboueleish
114. Motivation and Behavior
Reinforcement Theory
Assumes that a desired behavior is a function
of its consequences, is externally caused, and
if reinforced, is likely to be repeated.
Positive reinforcement is preferred for its long-term
effects on performance
Ignoring undesired behavior is better than
punishment which may create additional
dysfunctional behaviors.
Leadership & Motivation - Gihan Aboueleish
115. Designing Motivating Jobs
Job Design
The way into which tasks can be combined to
form complete jobs.
Factors influencing job design:
Changing organizational environment/structure
The organization‟s technology
Employees‟ skill, abilities, and preferences
Job enlargement
Increasing the job‟s scope (number and frequency of
tasks)
Job enrichment
Increasing responsibility and autonomy (depth) in a job.
Leadership & Motivation - Gihan Aboueleish
116. Designing Motivating Jobs;
Job Characteristics Model (JCM)
A conceptual framework for designing motivating jobs
that create meaningful work experiences that satisfy
employees‟ growth needs.
Five primary job characteristics:
Skill variety: how many skills and talents are needed?
Task identity: does the job produce a complete work?
Task significance: how important is the job?
Autonomy: how much independence does the jobholder
have?
Feedback: do workers know how well they are doing?
Leadership & Motivation - Gihan Aboueleish
117. Exhibit 16–6 Job Characteristics Model
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman,
1977). With permission of the authors. Leadership & Motivation - Gihan Aboueleish
118. Exhibit 16–7 Guidelines for Job Redesign
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977).
With permission of the authors. Leadership & Motivation - Gihan Aboueleish
119. Designing Motivating Jobs;
Suggestions for Using the JCM;
Combine tasks (job enlargement) to create
more meaningful work.
Create natural work units to make employees‟
work important and whole.
Establish external and internal client
relationships to provide feedback.
Expand jobs vertically (job enrichment) by
giving employees more autonomy.
Open feedback channels to let employees
know how well they are doing.
Leadership & Motivation - Gihan Aboueleish
120. Motivation and Perception
Equity Theory
Proposes that employees perceive what they
get from a job situation (outcomes) in relation
to what they put in (inputs) and then compare
their inputs-outcomes ratio with the inputs-
outcomes ratios of relevant others.
If the ratios are perceived as equal then a state of equity
(fairness) exists.
If the ratios are perceived as unequal, inequity exists and the
person feels under- or over-rewarded.
When inequities occur, employees will attempt to do
something to rebalance the ratios (seek justice).
Leadership & Motivation - Gihan Aboueleish
121. Motivation and Perception ;
Equity Theory (cont’d)
Employee responses to perceived inequities:
Distort own or others‟ ratios.
Induce others to change their own inputs or outcomes.
Change own inputs (increase or decrease efforts) or
outcomes (seek greater rewards).
Choose a different comparison (referent) other (person,
systems, or self).
Quit their job.
Employees are concerned with both the absolute
and relative nature of organizational rewards.
Leadership & Motivation - Gihan Aboueleish
123. Motivation and Perception;
Equity Theory (cont’d)
Distributive justice
The perceived fairness of the amount and allocation of
rewards among individuals (i.e., who received what).
Influences an employee‟s satisfaction.
Procedural justice
The perceived fairness of the process use to determine the
distribution of rewards (i.e., how who received what).
Affects an employee‟s organizational commitment.
Leadership & Motivation - Gihan Aboueleish
124. Motivation and Behavior
Expectancy Theory (Vroom)
States that an individual tends to act in a certain
way based on the expectation that the act will be
followed by a given outcome and on the
attractiveness of that outcome to the individual.
Key to the theory is understanding and managing
employee goals and the linkages among and
between effort, performance and rewards.
Effort: employee abilities and training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee needs
Leadership & Motivation - Gihan Aboueleish
126. Motivation and Behavior;
Expectancy Relationships
Expectancy (effort-performance linkage)
The perceived probability that an individual‟s effort
will result in a certain level of performance.
Instrumentality
The perception that a particular level of performance
will result in the attaining a desired outcome
(reward).
Valence
The attractiveness/importance of the performance
reward (outcome) to the individual.
Leadership & Motivation - Gihan Aboueleish
128. Current Issues in Motivation
Cross-Cultural Challenges
Motivational programs are most applicable in
cultures where individualism and quality of life
are cultural characteristics
Uncertainty avoidance of some cultures inverts Maslow‟s
needs hierarchy.
The need for achievement (nAch) is lacking in other cultures.
Collectivist cultures view rewards as “entitlements” to be
distributed based on individual needs, not individual
performance.
Cross-Cultural Consistencies
Interesting work is widely desired, as is growth, achievement,
and responsibility.
Leadership & Motivation - Gihan Aboueleish
129. Current Issues in Motivation;
Motivating Unique Groups of Workers
Motivating a diverse workforce through
flexibility:
Men desire more autonomy than do women.
Women desire learning opportunities, flexible work
schedules, and good interpersonal relations.
Leadership & Motivation - Gihan Aboueleish
130. Current Issues in Motivation;
Flexible Work/Job schedules
Compressed work week
Longer daily hours, but fewer days
Flexible work hours (flextime)
Specific weekly hours with varying arrival, departure, lunch
and break times around certain core hours during which all
employees must be present.
Job Sharing
Two or more people split a full-time job.
Telecommuting
Employees work from home using computer links.
Leadership & Motivation - Gihan Aboueleish
131. Current Issues in Motivation;
Motivating Professionals
Characteristics of professionals
Strong and long-term commitment to their field of expertise.
Loyalty is to their profession, not to the employer.
Have the need to regularly update their knowledge.
Don‟t define their workweek as 8:00 am to 5:00 pm.
Motivators for professionals
Job challenge
Organizational support of their work
Leadership & Motivation - Gihan Aboueleish
132. Current Issues in Motivation;
Motivating Contingent Workers
Opportunity to become a permanent
employee
Opportunity for training
Equity in compensation and benefits
Motivating Low-Skilled, Minimum-Wage
Employees
Employee recognition programs
Provision of sincere praise
Leadership & Motivation - Gihan Aboueleish
133. Current Issues in Motivation;
Designing Appropriate Rewards Programs
Open-book management
Involving employees in workplace decision by opening up the
financial statements of the employer.
Employee recognition programs
Giving personal attention and expressing interest, approval,
and appreciation for a job well done.
Pay-for-performance
Variable compensation plans that reward employees on the
basis of their performance:
Piece rates, wage incentives, profit-sharing, and lump-sum
bonuses
Leadership & Motivation - Gihan Aboueleish
134. Current Issues in Motivation;
Designing Appropriate Rewards Programs
Stock option programs
Using financial instruments (in lieu of monetary
compensation) that give employees the right to purchase
shares of company stock at a set (option) price.
Options have value if the stock price rises above the option
price; they become worthless if the stock price falls below the
option price.
Leadership & Motivation - Gihan Aboueleish
135. Exhibit 16–11 Recommendations for Designing Stock Options
* Vesting refers to the time that must pass before a person can exercise the option.
Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,”
Academy of Management Executive, February 2003, p. 84. Leadership & Motivation - Gihan Aboueleish
136. Recommendations for Designing Stock OptionsExhibit 16–11
Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,”
Academy of Management Executive, February 2003, p. 84.
Leadership & Motivation - Gihan Aboueleish
137. The Leadership Motivation
Assessment - Application
How to Use the Tool:
To use this tool, show the extent to which you
agree or disagree with each of the following
statements on a scale running from 1 (Strongly
Disagree) to 5 (Strongly Agree).
For each statement, click the button in the column
that best describes you. Please answer questions
as you actually are (rather than how you think
you should be), and don't worry if some questions
seem to score in the 'wrong direction'. When you
are finished, please 'Calculate the Total'
Leadership & Motivation - Gihan Aboueleish
138. From Theory to Practice:
Guidelines for Motivating Employees
Use goals Check the system for equity
Ensure that goals are Use recognition
perceived as attainable
Show care and concern for
Individualize rewards employees
Link rewards to Don‟t ignore money
performance
Leadership & Motivation - Gihan Aboueleish
139. Thank You
Leadership & Motivation - Gihan
Aboueleish