Strengths and Weaknesses of the Topic Motivation to Managers and Organisations - Coursework Example

ORGANISATIONAL BEHAVIOUR Name Institution Professor Course Date Table of Contents 1.0 1.0 Introduction Organisational behaviour is the study field that explores the effect that groups, structure and individuals hold within organisations for the intent of using such knowledge towards enhancing the effectiveness of an organisation. Organisational effectiveness is determined through leadership and employees’ motivation. A solid organisational blueprint is founded on positive culture and specific values transmitted through leaders who understand their responsibilities and roles towards an organisation and its employees. A positive work setting comprises of intellectual leaders who believe in empowering workers and acknowledging the active involvement of employees in development of an organisation. In this regard, leadership and motivation are major aspects that increase the productivity of employees and that of an organisation. The idea of leadership monitors employees’ behavioural blueprints and motivate them. This report argues that leadership and motivation are interconnected topics that play a crucial role in promoting positive organisational behaviour and increasing organisational effectiveness. Effective leadership play a role in shaping motivation for a range of proactive goals. 2.0 Leadership Leadership refers to the ability to influence an individual or group towards attainment of goals. Gallos (2008, p.1) define leadership as an intricate social procedure rooted in knowledge, values, skills and ways of thinking of both the followers and leaders. Leadership usually entails adaptive change. I support Gallo’s assertion that leadership is a complex process and not a simple procedure as many people take it to be. People think too simple when they equate leadership with search for simple answers to present problems. I believe that effective leaders help people to comprehend their current reality and create a brighter future from it. Leaders see novel prospects and manage an intricate interactive procedure that supports collective and individual growth. As a result, leadership is not just a simple social process but an intricate social procedure that helps in attainment of organisational goals. Locke (1999, p.2) defines leadership as a procedure of inducing others to take action toward a common goal. I find this definition practical because it implies that leadership is a relational impression given that it subsists only in relation to others. Secondly, the definition implies that leadership is a process because leadership is more than simply holding a position of authority. This leads us to the definition of management which entails use of authority inherent in designated formal rank to acquire acquiescence from organisational members. While a formalised position of authority may facilitate the process of leadership, simply occupying leadership position is not adequate to make one a leader. Thirdly, leadership necessitates inducing others to take action. Apparently, effective leaders induce others to act in different ways such winning their trust. An article posted on the Forbes by Mourdoukoutas indicates that leaders who inspire trust get better output loyalty, morale, retention, revenue and innovation. Mourdoukoutas (2015) reports that leaders should not lead in name only but should align the goals, attitudes, interests and behaviours of their subordinates with those of their firm for organisational effectiveness. Mourdoukoutas (2015) further states that leadership via trust turns employees into dedicated followers. Leadership ability is essential for organisational effectiveness and so is management. However, a leader’s role is most often implicit during times when there is no obvious conflict, but during times of confusion and stress this role becomes very active (Low 2010, p.22). Based on the distinction between power and leadership, the role of leadership is to produce more leaders and not more followers. Power calls for follower dependency and it is used for attaining upward and lateral influence. On the contrary, leadership calls for goal compatibility with followers and centres in downward influence. For instance, Adolph Hitler used power particularly coercive power as opposed to leadership during his reign. 2.1 Theory and Analysis Human conduct is a reflection of the disparities amid people as it is a reflection of people’s similarities. These individual disparities are prompted through numerous characteristics and influences. For instance, personality traits centre on individual disparities that make every individual a distinct being. Employee’s behaviour at work is by far influenced through punishments and rewards system present in the work setting. Any theories regarding motivation and leadership can be contradicted because these theories hold scores of exceptions. 2.1.1 Trait Leadership Theory There are several theories relating to leadership and they include behaviourist theories, contingency theory, situational leadership theory and trait theories. According to Lussier and Achua (2010, p.16), leadership theory classifications include integrative, contingency, behavioural and trait theories. With respect to trait theory of leadership, conventional leadership studies were founded on the assumption that leaders were not made but born. Researchers wanted to determine a set of traits that differentiate leaders from followers or ineffective leaders from effective leaders. Zaccaro (2007, p. 6) asserts that trait-based leadership perspective has an elongated but checkered history. This theory dominated the first decades of scientific leadership research. However, in the later days, the trait approaches to leadership were scorned because of their incapacity to provide apparent differences amid non-leaders and leaders besides their failure to account for situational dissent in leadership conduct. In the modern world compelled through greater statistical, methodological and conceptual sophistication, trait perspectives have gained prominence. Nevertheless, the contribution of trait approaches to leadership remains restrained unless leadership scholars supporting this perspective address numerous basic issues. In response to the basic issues raised as regard to trait perspectives, Lussier and Achua (2009, p.16) confirm that leadership trait theories tries to explain unique characteristics accounting for leadership productivity. In trying to demonstrate the usefulness of the trait theory, researchers analysed psychological and physical traits such as persuasiveness, self-reliance, appearance to identify a set of characteristics that effective leaders possess. The trait theory centres on determining distinct personality characteristics and traits connected to flourishing leadership across diverse situations. Past leadership studies centred on the disparities amid followers and leaders with the postulation that people in leadership stance exhibit more leadership traits compared to followers. However, comparatively few traits hold the ability to differentiate amid followers and leaders. In this regard, while Lussier and Achua (2009, p.16) offer a clear overview of the trait leadership theory, they fail to highlight major problems and limitations of this theory. Even if advocates of the trait theory imply that particular traits are linked to powerful leadership, how is it then that people who depict these alleged leadership qualities do not necessarily become effective leaders? More so, how about effective leaders who do not hold the traits connected to leadership. As a result, the assertion by Martin (2006, p.44) that if the leader is endowed with superior qualities that distinguish him from his followers is objectionable. However, this theory is relevant when matched with the Big Five Personality Framework which includes extraversion, agreeableness, conscientiousness, neuroticism and openness. 2.1.2 The Contingency Leadership Theory The contingency leadership theory is the third leadership concept after trait theory and behavioural theory. The theory tries to explain the suitable leadership style based on the leader, situation and follower. Contingency theory assesses the behaviours and traits that result in leadership success given the situational variables (Lussier & Achua 2009, p.17). This theory stresses the significance of situational aspects including the external environment, the temperament of the work performed and the traits of followers. Based on the contingency theory, the environment in which a leader leads in matters most for successful leadership. The contingency theories include the path-goal theory, Fielder’s model and the Hersey and Blanchard’s Situational leadership theory. With respect to Fiedler’s model, effective group performance depends on suitable match amid leadership style and the situation. According to Fairholm (2009, p.11), leadership is not definable without putting into consideration the specific situational context. In this view, Waters (2013 p.325) confirms that the contingency theory of leadership is the most reliable and valid measures of a person’s leadership potential. I concur with this assertion because this theory attempts to match people to suitable situations based on a person’s style of leadership. Within contingency leadership theory, leadership styles are relationship motivated or task motivated. This theory utilises a person’s orientation to predict in which situation one can be an effective leader. I concur with the contingency theory provision that leaders cannot be effective in all situations because situational facets are finite and differ according to numerous contingencies. Fairholm (2009, p.11) supports this assertion through stating that a certain leader’s conduct can be productive in only given kinds of situation and not others. In this regard, this theory offers a reliable and valid perspective to explaining effective leadership. Apparently, leadership changes with a given situation or the situation must change to match the type of leadership exercised. The path-goal theory entails a concentration on followers’ reactions to the conduct of a leader. 2.1.3 Strengths and Weakness of Leadership Topic to Manager and Organisation Leadership is an active procedure that calls for substantial proportion of thinking, energy and time. Leadership calls for dedication and time to do it and perform it (Richard 2012, p.345). This topic is important to managers because it enlightens their skills and makes them understand that use of authority inherent in designated formal rank is not enough for organisational effectiveness. The topic of leadership helps managers in determining the most suitable and effective management style to adopt in diverse situations or for particular employees and traits. In addition the topic allows managers to understand that leadership does not only mean being a boss, leading from behind or followership. The topic of leadership allows managers to learn how to deal with conflicts and coordination of activities in organisations. It helps managers to develop values that are consistent with the firms they lead. For organisations, the topic of leadership brings together material concerning personality of leaders and as such helps organisations in selecting appropriate leaders with the potential of ensuring organisational effectiveness (Saxena 2010, p.177). Apparently leadership is one of the influences that affect how employees perform in their workplaces. In this regard, the topic on leadership helps managers to adopt leadership styles that promote employees and organisational effectiveness. 3.0 Motivation According to Armstrong (2002, p.1), a motive is a reason for undertaking something. In this regard, motivation is concerned with the aspects that influence persons to conduct themselves in certain ways. Aquinas (2006, p.96) defines motivation as the willingness to exert a lot of effort towards organisational objectives, conditioned through the effort’s capacity to satisfy individual needs. Motivation entails processes that arouse persistence and enthusiasm to purse certain activities. As a result, motivation involves three elements that include direction, effort and persistence. A motivated individual is involved in goal-directed conduct and motivation occurs when an individual expect that a given activity is likely to instigate goal attainment or a valued reward that fulfils his/her needs. The capacity to motivate others is next to delegating the most archetypal management and leadership skill. Motivation does not only entail the position of amenable working setting, but also intrinsic responsibility, recognition and interest The contemporary competitive business environment implies that highly motivated employees are for attainment of organisational productivity. In this view, learning how to motivate employees is a major skill necessary for leaders (Jones 2009, p.41). I believe that motivation is one of the catchphrases of contemporary management and leadership. However, like all human states, motivation is complex and highly individual and there is a disparity amid what inspires persons to be highly productive and what instigates indifferent performance. According to Margit and Bruno (2000, p.538), employees are motivated extrinsically and intrinsically. Intrinsic motivation is not merely additive to motivation provoked through prices or extrinsic incentives. Intrinsic motivation entails motivation caused by external rewards such as praise and money while extrinsic motivation mirrors desire to perform an activity because of material things or external rewards. Motivation in organisations is crucial if employees are to offer their best. If people assume that employees are offered sufficient prospects to perform well and have the required skills, then it is their motivation that determines if they are truly productive or not. Apparently, people hold diverse needs many of which surpass basic needs such as fair pay, job security and good working conditions. In this regard, leaders must understand what motivates different employees in order to ensure maximum organisational effectiveness. An article posted on the business standard by Reck (2014) confirmed that motivation increases employees’ engagement. Reck cited Marriott Hotels and Intel Technology both in India as companies with increased employee engagement. He further states that if employees feel like they are not earning enough money to support them or they are insecure, such employees become distracted and their performance level decreases. This provision is in line with Maslow’s hierarchy of needs theory. 3.1 Theory and Analysis 3.1.1 Maslow’s Hierarchy of Needs Theory Motivation is positively linked to job performance, hence organisational effectiveness. From a social exchange perspective, Guo, Liao and Zhang (2014, p737) confirmed that, motivation is an explanatory mechanism that increases employee performance and organisational productivity. Abraham Maslow identified five set of requirements which are key motivators of employees in workplace. He asserts that people begin by attempting to satisfy their most compelling or fundamental needs and continue towards fulfilling the highest needs in the hierarchy. Maslow’s needs from the lowest include physiological needs, safety needs, social needs, esteem needs and self actualisation needs (Jones 2004, p.44). As one moves upward on the hierarchy, the motivators and rewards shift from external setting to an internal requirement. When higher in the hierarchy, it becomes more complex to influence motivation given that external rewards become less pertinent while internal rewards becomes more intricate to determine and address. According to Ikwukananne (2009, p.71), Maslow’s suggested that fulfilled needs cease to become motivators. I coincide with this stipulation because as lower-needs are fulfilled they cease to drive behaviour with following needs higher in the hierarchy taking over as motivators. 3.1.2 Herzberg’s Motivation Theory Similar to Maslow’s hierarchy of needs theory, Herzberg’s motivation-hygiene theory is a widely and popularly recognised theory of motivation. According to Herzberg, satisfaction is dependent on motivators while dissatisfaction results from hygiene factors. While hygiene aspects are extrinsic to the job, motivators are intrinsic to the job. Herzberg identified satisfiers and motivators linked to job content and they include growth, advancement, recognition, challenging work and achievement (Koontz 2010, p.291). These factors are realistic because motivation is based on satisfaction that emanates from personal growth, achievement and responsibility. Hygiene factors de-motivate employees when they are not suitable and motivators sustain employees’ effort (Nigel & Geoffrey 2005, p.938). However, Herzberg motivation theory is contestable because there is no link between job satisfaction and financial reward. As a matter of fact, while insufficient financial reward can de-motivate employees, money is considered a hygiene factor and hence cannot motivate. However, improvement in promotion prospects, supervision and pay results in increased job satisfaction while deterioration prompts dissatisfaction. 3.1.3 Strengths and Weaknesses of the Topic Motivation to Managers and Organisations Motivation is a crucial tool under-used by managers in modern workplaces. However, managers are expected to formulate enthusiasm with their followers in order to maximise organisational effectiveness besides becoming effective managers (Singla 2010, p, 206). As a result, the topic of motivation helps manager to understand the importance of motivation and how to motivate their employees. Evidently, personal motivation is one of the influences that affect how employees perform in the workplace. In this view, the topic on motivation helps managers to adopt the most appropriate ways of motivating employees and shun ways that de-motives them. Managers understand that motivation is a crucial element for organisational success as it helps in increasing productivity and profitability. The topic of motivation is enormously essential to managers as it helps them to understand the best ways of motivating employees. Apparently there are ways of motivating employees that are destructive and they include intimidation and fear. Motivation to organisation promotes productivity and profitability, friendly links, attainment of organisational goals, workforce stability and job satisfaction. However, motivating employees is an expensive strategy to organisations due to the cost involved 4.0 Conclusion Leadership and motivation are two separate topics, but they hold akin effects to organisations. In addition, leadership and motivation are interconnected because good leadership promote effective motivational strategies that in turn promote organisational effectiveness. Through practical motivational theories and strategies, leaders improve organisational performance. Organisational effectiveness is determined through leadership, leadership style and employees’ motivation. Both Herzberg and Maslow’s motivation theories acknowledge people needs are motivators that keep employees working towards needs achievement and organisational goals. Leadership and motivation facilitate attainment of organisational objectives through increasing employee’s morale, job satisfaction and loyalty besides reducing conflict in organisations. Therefore, leadership and motivation play a crucial role in promoting positive organisational behaviour and increasing organisational effectiveness. The leadership style adopted by a leader hold the potential to kill or uplift the morale of an employee while negative motivation strategies such intimidation de-motivates employees. On the contrary, positive leadership style promotes employees involvement, effectiveness and engagement while positive motivational strategies such as rewards or promotion boost employees’ morale and productivity, hence organisational effectiveness. 5.0 Reference List Aquinas, P.G 2006. Organisational behaviour. India: Excel Books. Armstrong, M 2002. Employee reward. USA: CIPD Publishing. Fairlholm, M 2009. Understanding leadership perspectives: Theoretical and practical approaches. UK: Springer Science & Business Media. Gallos, J 2008. Business leadership: A Jossey-Bass reader. UK: John Wiley & Sons. Guo, Y, Liao, J & Zhang, Y 2014, ‘ The mediating role of intrinsic motivation on the relationship between developmental feedback and employee job performance’, Social Behaviour and Personality, Vol.42,No.5, pp. 731-742. Ikwukamanne, U 2009, ‘ Correctional office turnover of Maslow’s needs hierarchy and Herzberg’s motivation theory’, ISSN Vol.38, No.2, pp.69-82. Jones, J 2004. 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