The paper "Importance of Goals in Motivation and Leadership" is a good example of management coursework. Scores of leaders and organizations depend more heavily on the social inducement, task and reward systems to motivate extra-role behaviour, as well as have relegated the manager to the function of decision making only. According to Li and Hung (2009), leadership is regularly attributed as being either transformational or transactional. Generally, transactional approaches tap the instrumental motivation source, whereas transformational approaches tap the other four motivation sources (that is goal identification, self-concept internal, self-concept external, and intrinsic process). In this case, transformational leadership is actually made of more three leadership approaches, and these approaches are pure and no leader is limited to only one approach. Actually, leaders who are most successful in achieving the set goals make use of various leadership approaches, which includes both transformational and transactional styles in their repertoire. Whereas the transactional leadership approach has been the fastener of managers and supervisors in the organisation (owing to the accessibility of pay as a reward), volunteer and not-for-profit organizations’ leaders have for some time depending on transformational leadership approaches. Still, leaders are finding out that there is a limitation in utilising one leadership approaches single-handedly, given that increasingly more limitations are erected upon them regarding the extrinsic rewards’ distribution. The essay seeks to discuss the importance of goals in motivation and leadership drawing upon relevant research literature to support this position. Discussion In-Depth Critical Review of Theories Using Literature All through human history, Maner and Mead (2010) posit that leaders have been accountable for assisting organisational groups to realise vital goals.
Preferably, leaders make use of their authority to drive groups toward preferred results.
Still, as mentioned by Li and Hung (2009) leaders may as well utilize their authority to serve their self-interest instead of effective leadership. Leadership evolutionary theories, however, as well as highlight deep conflicts that exist between the motivations of followers and leaders. In aiding, groups realize their goals, Maner and Mead (2010) posits that leaders often are offered power, defined with regard to their virtual capability to manage resources within the group. Explicitly, groups that are arranged hierarchically are attributed by asymmetric resources management, in that leaders (in contrast to the followers) benefit somewhat from superior control over the use and distribution of esteemed group resources.
Leaders using the transformational approach change followers’ attitudes, beliefs, and values in order to make them keener to perform effectively and productively. According to Zhu and Akhtar (2014), they change their follower motivation from self-centeredness to collective interest through stressing on a collective identity. Anderson et al. (2001) posit that persons who have collective vision devoid of seeking direct individual rewards could benefit their organizations, leaders, and peers in citizenship behaviour form (such as helping behaviour).
Zhu and Akhtar (2014) empirical study demonstrated that there is a positive relationship between followers’ helping behaviour and transformational leadership. A number of practical studies have as well examined trust mediating role in the transformational leadership effects on helping behaviour, but these studies utilised trust as a basic construct. Nonetheless, considering the differences between affect-based and cognition-based trust, Zhu and Akhtar (2014) propose that all trust dimensions mediates the connection between helping behaviour and transformational leadership for various theoretical reasons.
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