Critical Analysis of Motivation and Leadership - Coursework Example

Motivation and Leadership Name: Lecturer: Course: Date: Table of Contents Table of Contents 2 Introduction 3 Brief review of the topic 3 Critical analysis of Motivation and leadership 4 Motivation 4 Theory of motivation: Hierarchy of Needs 5 Strengths and weaknesses of motivation 7 Leadership 8 Leadership Theories 10 Vroom's Expectancy Theory 10 Vroom’s and Jago’s Leadership Styles 10 Strengths and weaknesses of Leadership 11 Conclusion 12 References List 13 Introduction 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 places 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 scarcity of knowledge regarding the causal psychological processes used by leaders in motivating their followers. This paper critically analyses motivation and leadership. 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. 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 show that transformational leadership is 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, focus is placed on transformational leadership. Indeed, some theorists have openly defined transformational leadership within the context of leadership and based on the motivational effects it imposes on individuals led by the leaders. Within a range of circles, an ongoing debate exists concerning whether leaders are developer or are born (Mullins, 2006). If the earlier discussion on motivation has to be reflected, it can be perceived that humans tend to be complicated and have differing traits. In regards to motivation, such influences are passed on and acquired from influences and the environment. If the motivation concept has to be drawn into the discussion, then it can be argued that leadership is indeed developed. The concept of leadership and motivation therefore co-exist. Critical analysis of Motivation and leadership Motivation Motivation refers to the degree in which persistent effort is fixed towards a goal. Three elements are perceivable in the definition, namely, persistence, and goals. Kark and Dijk (2007) portray efforts as a critical element of motivation, which depict the amount of efforts applied to the job. As stated by Kark and Dijk (2007), the effort has to be defined in respect to its propriety to the goals being pursued. On the other hand, persistence relates to the readiness of individuals to hang on a task until it is completed (Danish & Usman 2010). For instance, a significant task that becomes completed with effort but permits the individual to stay with a task for extended period. The goals consist of the objectives being pursued. Two types of goals exist, namely organisational and individual goals and which may be harnessed to generate different results when not compatible. The current media has explored the significance of motivation within the organisations. A recent CIPD magazine publication indicated that emotional factors in organizations are the top employee motivators (Churchad 21 Oct 2013). The magazine reported a 2013 survey by Institute of Leadership and Management (ILM), which had found that job enjoyment is considered as the top motivator, as well as fair treatment by the management, high autonomy, bonuses, and salaries. Similar assumptions were reflected by the WBS magazine, which also highlighted that job satisfaction is the key motivator followed by salaries and bonuses (Uttley 22 Oct 2013). This indicates that the extent to which employees feel satisfied or enjoy their roles is the most significant motivational factor that promotes organizational performance. Additionally, the leader behaviours that transform the anticipated rewards or the pathway towards attaining them also influence the motivation of the followers. This shows that an individual assumes behaviour that rationally optimises their anticipated rewards to the omission of other behaviours (Scott et al. 2012). Theory of motivation: Hierarchy of Needs Abraham Maslow’s hierarchy of needs theorises that humans have five categories of needs, set up in a hierarchy. According to the theory, individuals start by seeking to satisfy the basic needs. According to the Maslow theory of hierarchy of needs, once each need is satisfied, an individual moves up the level. Hence, individuals can become motivated by the basic needs as well as the noble cause and the spirit. The physiological needs include water, food, shelter and clothing. The theory suggests that an individual cannot progress to the next needs unless he has accessed these necessities. Within the organisation, these needs include intrinsic values such as personal comfort as well as satisfaction. On the other hand, extrinsic values are usually provided by the community and the organisation (Nader 1988). The safety needs include the structured environment as well as stability and security. At this stage, individuals anticipate and seek job security, a work environment that is comfortable as well as insurance and pension plans. The theory proposes that the key objective of an individual at this stage is to make sure that these benefits are protected rather than merely leading to organisational goals. Personal motivation may include the composure that can be provided due to securing these needs (Tsai 2011). Relationship needs comprise the affection, socialisation, friendship, and companionship. At this level, individuals take part in work to gain intrinsic and personal rewards. Maslow’s theory assumes that since people cannot live for long periods of time without interacting with other people, individuals can be made to take part just to attain the need (Nader 1988). On the other hand, organisations that offer such opportunities include the social clubs, which ensure that the opportunity for social interaction are created and attained. The esteem needs comprise the feelings of proficiency, admiration, self-sufficiency, and recognition of others. At the same time, an individual is driven by the intrinsic needs, even as the external environment is required to offer recognition rather than the material rewards. At this juncture, the intrinsic value is more significant compared to one that can be provided through the external influences (Nader 1988). Self-actualisation is based on the assumption that motivation tends to be more internal and at times even individualistic. Since people tend to have divergent ideas on what they have to attain true happiness (Kark & Dijk 2007). For workers who are wealthy, money may no longer be the motivating factor. Rather, they may become more motivated by the need to exercise power. This in itself involves intrinsic motivation. Individuals who seek self-actualisation tend to be more accommodative of the reality. To this end, the organisational needs may include the need for growth and opportunity. Individual who aspire for this level tend to operate outside organisations and instead create individual structures to fit their individual needs. In reflecting this theory, it seems that the higher an individual moves up the scale, the more the motivators or rewards shift from the outside environment towards an inner need. Additionally, it becomes trickier to influence motivation because the material rewards become more and more irrelevant while the internal rewards become trickier to identify and deal with. Strengths and weaknesses of motivation Motivation encourages employees to work with greater responsibilities and interests. As a consequence, the motivated workers become the organisation's asset. Another key advantage is that employees develop high morale and tend to work efficiently since there is optimal cooperation among the employees and compliance with the management. Motivation also has some underlying weaknesses. First, the less motivated employees may lose interests in the organisation. There is also lack of cooperation between the less motivated employees. Lack of motivation also leads to demonstrations and strikes, which complicate the organisation management. In some instances, motivating the employees through rewards and high pays may be regarded as futile when the organisational performance remains low (Tsai 2011). Leadership Leadership refers to the influences that certain individuals (in this case the leaders) put forth on the achievement by others (the followers) within the organisational context (Nader 1988). Therefore, leadership has to distinct elements, namely the individuals who are the objects of influence and those who exert influence. It is also worth acknowledging that two types of leaders exist. Those who acquire leadership positions based on their expertise, abilities and skills to influence the subordinates, and assigned leaders, or those who are granted the power to exert influence upon appointment (Lumley et al. 2011). A review of current leadership and motivation literature show that there is a growing interest in understanding the impacts of transformational leadership. Despite this, it is still evident that scholars have not adequately examined the issue of what characterises transformational leadership. According to Bass and Avolio (1994), transformational leadership behaviour is made up of four components, namely intellectual stimulus, motivation, conceptualised influence and personalised consideration. Motivation consists of the formation and presentation of an attractive vision for the near-term, demonstrating enthusiasm and confidence and emotional arguments. Conceptualised influence comprises behaviours such as making sacrifices for the benefit of the organisation and showing high ethical standards. Intellectual stimulus consists of the behaviours that allow the followers to increase their awareness of organisational problems. Personalised consideration consists of the processes of coaching and supporting the followers. An article published by The Guardian (Macartney 24 Feb 2014) proposes Nelson Mandela as a transformational leader. According to the article, the likelihood of leadership being demonstrated in terms of transformational leadership enables the leaders and the followers to understand and share the ultimate objective of the organization. Indeed, current media perceive this as the opportunity and challenge offered to the managers. Transformation leadership also requires leading by examples. This perspective is promoted by an article published by the Business Standard (Babu 7 Dec 2014), which describes an incident during the Rugby World Cup in 1995, when Nelson Mandela demonstrated transformational leadership. Mandela supported the all while South African team (Springbok) as well as wore the team's jersey. By doing this, Mandela is cited as having managed to bring the Whites and Blacks together to support a common course. A recent article published by the Daily Mirror (Wijesiri 22 Sept 2014) summated these experiences by showing that transformational leaders should be able to build trust, minimize the threat of irrational consequences, be transparent and specialize in the skills of effective communication. Leadership Theories Vroom's Expectancy Theory Vroom's Expectancy Theory suggests that individuals tend to subconsciously select certain courses of action based on attitudes, perceptions and beliefs, as a result of their desire to promote pleasures and avoid pain (Isaac et al. 2001). The expectancy theory has been linked to goal-setting, leader member exchange theory and the impacts of perceptions of instrumentality and expectancy. In regards to developing leader-subordinate relationship, the leader has to consider the subordinates abilities. Since individuals come with different competences, skills and experiences, the leader has to diagnose the condition of the follower's ability to perform a given task. Additionally, leaders have to recognise that individuals differ in terms of their motivation, self-esteem, and self-confidence. The leader also needs to provide support and encouragement to the employees (Isaac et al. 2001). Vroom’s and Jago’s Leadership Styles The theory maintains that the three different types of leader behaviours exist based on the styles of leadership, namely consultative, group decision-making and autocratic. Autocratic leadership style is where the leader makes decisions based on information he has at the time. In some instances, the leader gets to consult with the subordinates to acquire information, although the subordinates are not allowed to make decisions. Rather, the leader passes on the decision to the followers for implementation (Isaac et al. 2001). Consultative style prevails when the leader shared the problem with his followers in order to get their input. Participation of the subordinates is viewed as individual or collective request for the information that may influence the decision. At any rate, the leader maintains the right to make the decision. Group style is where the leader shares organisational problem to the group and requests for their collective input. Afterwards, the leader and the group try to reach a consensus on an ideal solution. Hence, the leader facilitates the group discussion while avoiding to influence input and to accept any likely solution suggested by the group (Isaac et al. 2001). As indicated in the three approaches, it is indeed perceivable that a leader may apply differing degree of styles, depending on the situation at hand. In respect to motivation, a leader should aim to make high quality decisions, assisted by a high level of followers’ support. Strengths and weaknesses of Leadership Transformational leadership ensures effective leadership and motivated followers. It has several key strengths. Nader (1988) suggests that transformational leadership has the potential to influence associates on all kinds of levels. Leadership, specifically transformational leadership, has been widely researched. According to Sureshi and Rajini (2013), leadership has intuitive appeal, where individuals tend to respond favourably to transformational leadership. Tranformational leadership is also process-focused. In practice, it approaches leadership as a process that takes place between the leaders and the subordinates. Transformational leadership also promotes expansive view of leadership. According to Sureshi and Rajini (2013), transformational leadership offers a more extensive view of leadership that supplements other leadership styles. Additionally, it emphasizes followership, since it underscores the values and needs of the followers. Transformational leadership is also effective. Indeed, evidence suggests that leadership is the most effective leadership style. Transformational leadership has some weaknesses. It is regarded as being too complicated. Sureshi and Rajini (2013) argue that this kind of leadership consists of a mix of a range of leadership theories, which make understanding it difficult. It also means that its dimensions are vaguely delimited. Similarly, it has not conceptual clarity. Additionally, it has a high likelihood to be abused. This is since the high effectiveness of transformational leaders means that the aim of the leader may go unchallenged. This makes it susceptible to abuse. Conclusion The effectiveness of leadership is essentially contingent on and usually depicted in terms of the ability of leaders to motivate followers towards collective organisational mission, vision and goals. Scholars who have examined transformational leadership have often depicted motivational constructs as the critical components within their frameworks. The concept of leadership and motivation therefore co-exist. Basing on Maslow’s theory, it could be argued that in order to promote organisational performance, it is significant for the organisation to recognise the individual needs and to offer opportunities for satisfaction. In respect to motivation, a leader should aim to make high quality decisions assisted by a high level of followers’ support. Based on Vroom's Expectancy Theory, since individuals come with different competences, skills and experiences, the leader has to provide emotional and social support to the group by listening, team building and supporting group member. Hence, in order to exercise influence over the followers, a leader has to learn how to motivate his followers. 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