Leading and Motivation - Essay Example

Leading and Motivation Student Name: Institution: Date: Introduction Leading and motivating team members have been considered as one of the key roles played by managers, in particular project managers. Managers need to realize that good motivation makes a team perform better as well as contribute extensively to the overall performance of the organization or success of a project. In order to effectively lead a team, managers should ensure that motivational factors, for instance, attitude, drive and confidence are closely monitored because they determine the performance of a team. However, true motivation can only be achieved if the individual aims and objectives of team members are strategically aligned with the organization’s purposes. This implies that people working in the organization get motivated with management styles they relate to and on ideas they believe in. It is important to note that enhancing ad sustaining a high level of performance from employees or team members in the organization is critical to the success of leaders and managers (Fisher, 2000). Since performance is perceived as the tendency of increasing motivational ability, it becomes relevant to mention that enhancing employee and organizational performance involves creating working conditions that encourage employee motivation. This is important in supporting team members to work towards achieving organizational goals as well as developing and promoting competence (Manion, 2005). The significance of understanding motivation theories in organizational leadership and management Motivation occurs in different forms, and thus managers should be well-informed that what motivates a single person will not necessarily be the same for all team members. This clearly indicates that managers or leaders should find it relevant to understand how individual motivation levels differ among his or her team members. As a result, managers or leaders will be able to evaluate how such differences will affect the general drive as well as the focused ability of a team towards achieving organizational goals. Therefore, the ability of leaders and managers to understand motivation theories offers a significant basis for them to realize the various needs of their employees which in turn influences the motivation and behavior of the employees. In addition, understanding motivation theories enables leaders and managers to learn that the aspect of employee motivation should be handled individually. It is important for the leaders and managers to consider the multifaceted relationship of each person’s needs, ideas and decisions so as to take the best actions that can make them more comfortable (Nicholson, 2003). Studies show that extrinsic motivators, for instance, goal setting as well as developing performance assessment processes and rewards are the most fundamental design elements of the organization. This implies that motivation can be defined as something that drives people’s actions and behaviors towards attaining the goals of the organization and a reward to satisfy their needs. Managers need to understand that motivating their employees involves influencing them to work towards the direction set by them. This can be achieved through creating working conditions that encourage employees to persistently work harder to attain the goals of the organization (Shanks, 2011). It is important to mention that different people possess different value. Hence managers should understand that what motivates one person might not necessarily be a motivating factor to another. For example, certain people are motivated by money, while other people are driven by the ability become creative and innovative as well as the opportunities to be promoted. Therefore, leaders and managers should persistently ask themselves what exactly motivates their team members and determine what they might need to perform better in their assigned tasks. This calls for the leaders and managers to spend quality time with their team or employees to acknowledge their abilities. This is simply because the team may reveal certain motivating factors that can be easily implemented, and thus creating a big impact on the overall performance of the organization (Miner, 2012) Theories of motivation Although different theories have discussed what exactly motivates workers, it is unfortunate that such theories have not reached an agreed conclusion. The common theories of motivation that managers need to focus on include Frederick Herzberg’s two-factor theory. He considered motivators as factors to be introduced by a business so as to directly encourage employees to work extra harder, while hygiene factors as those that could de-motivate employees in case they were not made available though in the actual sense such factors could not motivate employees to put more efforts in the works. Herzberg also assumed that organizations can be able to motivate their employees through adoption of a democratic style of management as well as enhancing the nature and contents of jobs based on methods such as employee empowerment, job enlargement and enrichment. Frederick Taylor (1856-1917) proposed his idea that workers could be motivated main through pay. Taylor argued that workers should be paid on the basis of number of items generated in a given period of time, a method known as piece-rate pay so as to encourage workers to work hard and increase their rate of productivity. However, Taylor’s approach was not effective because it influenced firms to lay off workers after achieving high productivity levels (Frank, 1971). Leaders and managers have faced a great challenge of controlling strikes as well as other different forms of industrial action caused by the non-satisfied workers. On contrary, Elton Mayo during 1880 to 1949 argued that workers are not only concerned with money but also need to be motivated by ensuring that their social needs are met as they work. Mayo’s approach to motivation provides a lesson to managers that their workers can be best motivated through enhancing better communication, high manager involvement and encouraging team work (Shanks, 2011). Leadership Styles and Managerial Power Leadership style is the manner and approach through which directions are provided to implement plans as well as motivate people in the organization. On the other hand, managerial power involves methods used by leaders and managers to influence their team members or employees. Whilst examining the bases of managerial power, it is important for the leaders and managers to take into consideration the concept of authority because they are interconnected attributes that show how superiors behave over their subordinates (Victor, 2006). Authority is a practical definition of how the nature of power is exercised in the organization. It can be argued that authority and power are key managerial attributes that are interlinked, where power is perceived as the ability to have others accomplish what another person has ordered while authority is the framework through which power is exercised and built (Manion, 2005). The three major styles of leadership practiced by managers include, authoritarian, laissez-faire and democratic. A laissez-faire leader gives the group member absolute freedom to make their own decision without necessarily participating himself. With this type of leadership, it can be noted that the laissez-faire leader hardly participates in group tasks and discussions. Such a leader, therefore, cannot offer comments on the performance of his or her team members unless interrogated directly. The authoritarian leader is required to make the entire decisions, for instance, the authority figure decides on the group members that should work collaboratively and the tasks to be accomplished by the team, dictating the direction of their working behaviors. However, the authoritarian leaders should ensure that their authority figure is practiced in a friendly manner rather than being seen as openly hostile. On contrary, a democratic leader encourages views from his team member, leads group discussions and participates in decision-making. This implies that a democratic leader is totally different from authoritarian because he or she shares work plans with group members. This type of leadership is more or less related to a laissez-faire leadership style in the sense that the manager gives the members the freedom of working with each other, leaving decisions for the members to decide on how divide their work tasks (Mahfooz, 2009). It important to note that each of the above mentioned leadership styles becomes relevant depending on the team members or employees to lead and manage, the kind of environment in which the leadership style is implemented as well as the tasks undertaken by the team. Therefore, leaders and managers are required to make the necessarily adjustments in their leadership styles so as ensure that all tasks, team members and working environments fit them accordingly. For example, a laissez-faire leadership style can be appropriately exercised on highly skilled and motivated team members who have a proven track record of competence. This type of leadership style is perceived by the team members as a way of recognizing their confidence and trustworthiness abilities. As a result, employees or team members become motivated and empowered to enhance their performance. Authoritarian leadership style is significantly applied in situations that require decision-making particularly on team members who cannot motivate themselves. Such group members need a working structure, direction and close monitoring to influence their performance (Mahfooz, 2009). A democratic leadership style is appropriate in situations that require multiple viewpoints, contributions and participation of employees or team members whilst control and leadership roles are maintained. Therefore, a good democratic leadership style should appreciate the strengths of each team member as well as bring to the surface the best performance from individual member of the organization or a project. However, it is a great challenge for a democratic leader to take into consideration that not every task must be handled by a team. As a leader, notwithstanding the current democratic leadership, he or she is may be required to appropriately address certain issues individually (O'Regan & Ghobadian, 2004). Generally, leaders and managers experience organizational or managerial constraints that seem to be easy for them to influence on their employees yet they lack direct authority over them. On several occasions, for example, project managers are required to deal with team members whom they do not relate in line management tasks and responsibilities. Such managers need to sense around team members who are de-motivated because they feel not recognized by their line managers or inadequate remuneration and advocate for such individuals to ensure that the situation is amicably solved. It is critical for the leaders and managers need to act as humorist for their team members, value them as well as appreciate their strengths. Additionally, leaders and managers need to build more and stronger relationships because team members or employees work best with trustworthy leaders who value their interests at their heart. This motivates a team to work extra harder for improved individual and overall performance for the organization. Managers should provide constructive feedback to their employees and praise those who improve in their performance because people feel highly motivated through responding positively to praises, recognition and encouragement. However, these efforts can be achieved only if leaders and managers develop clear standards and expectations that can be used to evaluate individual and organizational performance as well as foster a culture of communication and free contribution of ideas (Richard, 2008). Power refers to the ability to possess authority and influence others. It is manifested through bases such as legitimate power, expert power, coercive power, reward power and referent power. Legitimate power is commonly referred to as positional power because it is achieved based on the position an individual holds within his or her organizational hierarchy. From the job description point of view, it can be noted that operational workers are required to report to their managers whilst managers have the power to assign different duties to them (French, J & Raven, 1996). This implies that positional power can be exercised more effectively only if the person identified with it proves to have acquired it in a legitimate manner. Referent power is attained based on how employees respect their manager, in particular their desire levels to be identified with the manager. This means that by exercising referent power, the manager is required to lead by example and trustworthiness. However, managers should realize that referent power consumes a lot time to develop, a clear indication that it may work effectively within a rapid turnover kind of workforce. Coercive power concerns how influential the manager can force employees to comply with the rules and regulations set in place to avoid punishment. Coercion power reduces the satisfaction level of employees on their jobs which in turn causes lack of commitment and high employee withdrawal. Expert power promotes the idea that knowledge is power which implies that it is achieved when a person possess the required knowledge or expertise in a given a workplace. In most cases, people with expert power are highly valued in the organization due to their extra-ordinary problem solving skills (French & Raven, 1996). It is important to note that ideas and decisions made by people identified with expert power are significant to a number of employees, and thus have great impact on their actions. Reward power is achieved when a person exercising it becomes influential particularly in the allocation of the needed incentives such as encouraging appraisals, salary increments and promotions within the organization. Managers should be aware that effective use of reward power highly motivates their employees. In cases where reward power is exercised with favoritism, employees who are not favored become greatly demoralized because their output is also diminished (Alanazi & Arnoldo, 2003). Conclusion Based on the above discussions, it can be concluded that efficient motivation encourages a team to perform better as well as contribute extensively to the overall performance of the organization. People working within the organization get motivated with management styles they are related to and on ideas they strongly believe in. The ability of leaders and managers to understand motivation theories creates a significant basis for them to realize the different needs of their employees, and thus influences the motivation and behavior of the employees. It is important for leaders and managers to involve in the persistent evaluation of what exactly motivates their team members. As a result, they would be able to determine what they might need so as to perform better in their respective duties and responsibilities. References Alanazi, F.M & Arnoldo, R., (2003). Power Bases and their attribution. The Journal of Social Psychology, 143(3), 375–395. Fisher, K. (2000). 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