The paper "Critical Analysis of Motivation and Leadership" is an outstanding example of management coursework. Motivation and leadership affect the performance and behaviours of individuals in an organisation. Sureshi and Rajini (2013) described leadership as a practice of social influence through which an individual gets to enlist the assistance and support of other individuals in accomplishing a particular task. According to Kark and Dijk (2007), motivation describes the extent to which persistent effort is set to a goal. Although the two are not scientific in nature, a large body of research exists, suggesting theoretical perspectives that explain employees' performances as well as why some individuals display behaviours that place them in leadership positions (Wynn, D 2004; Sureshi & Rajini 2013).
While current studies tend to stress the significance of motivation to the leadership process, generally, leadership literature is paying limited consideration to the associated psychological processes leaders use to motivate their followers. In response, there is a scarcity of knowledge regarding the causal psychological processes used by leaders in motivating their followers. This paper critically analyses motivation and leadership. A brief review of the topic Sureshi and Rajini (2013) proposed three types of leadership.
The first is the transaction leadership. This type of leadership is focused on the exchanges occurring between the leader and followers. Second is transformational leadership, which consists of the process of engaging followers to establish a connection that increases motivation. The third is pseudo-transformational leadership, which is focused on the interests of the leader rather than those of the follower. Among the three leadership types, it is argued that transformational leadership enables the managers to transform into outstanding leaders. Indeed, over the last two decades, researchers have accumulated evidence that shows that transformational leadership is a critical mode of leadership linked to high levels of organisational and individual performance as it is highly motivating to the leaders and the followers (Nader 1988; Kark & Dijk 2007).
Since motivation and leadership describe the scope of this paper, the focus is placed on transformational leadership.
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