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GIHAN ABOUELEISH



LEADERSHIP & MOTIVATION
SKILLS WORKSHOP



                   Leadership & Motivation - Gihan Aboueleish
Workshop objectives
By the end of this workshop, participants will be able to:
 Identify the characteristics of an effective leader & identify their
   leadership styles.
 Obtain a deeper understanding of leadership by a review of
   appropriate theories
 Understand the meaning of, and barriers to, motivation.
 Evaluate & apply motivation theories to their current operation.
 Develop their teams to maximize their strengths and enhance
   productivity
 Motivate their teams with effective performance measurement
 Leverage the complementary skills and styles of their teams
 Eliminate barriers and chokepoints that block teamwork
 Develop a personal action plan to develop their leadership style
 Integrate their leadership responsibilities, competencies and
   behaviors into their management role
 Optimize organization and work design for success in service
   delivery teams

                                          Leadership & Motivation - Gihan Aboueleish
WORKSHOP OUTLINE - LEADERSHIP
   Leadership in Perspective
       Importance of leadership for organizations
       Definition of leadership
       Leadership vs. management
       How to create managerial leadership
       What kind of leader are you: self-assessment


   Leadership Styles
   Leader’s source of power

   Creating Job Satisfaction for Your Team
       Identifying the components of an effective team
       Communication skills of leaders
       Designing an effective team communication strategy


                                         Leadership & Motivation - Gihan Aboueleish
Leadership & Motivation - Gihan Aboueleish
Leadership & Motivation - Gihan Aboueleish
Leadership & Motivation - Gihan Aboueleish
Leadership & Motivation - Gihan Aboueleish
what’s the difference between
management and leadership?




                 Leadership & Motivation - Gihan Aboueleish
Difference between Leaders and
Managers?
 “ A manager takes care of where you are; a
   leader takes you to a new place.”
 James Colvard, “Managers Vs. Leaders”



 Leadership cannot replace management; it
   should be in addition to management.




                                         Leadership & Motivation - Gihan Aboueleish
“A leader's job is To rally
people Toward a Better
future”


            marcus buckingham
                  Leadership & Motivation - Gihan Aboueleish
why leadership is
so important?


            Leadership & Motivation - Gihan Aboueleish
“ The surplus society has a surplus of
 similar companies, employing similar
people, with similar educational
backgrounds.

 working in similar jobs, coming up with
similar ideas, producing similar things,
with similar prices, warranties, and
qualities.”          Jonas Ridderstrale and Kjel Nordstrom
                     Authors, Funky Business



                                  Leadership & Motivation - Gihan Aboueleish
“when people leave companies, they
tend not to quit the company, they are
more likely to have quit the boss.”

                         Ken Blanchard
                      Leadership & Motivation - Gihan Aboueleish
Characteristics of a Bad Leader.. Video




                       Leadership & Motivation - Gihan Aboueleish
Can’s Value ;
 Define the fundamental character of a
  business
 Help create the culture you want
 Create a sense of identity for the business
 Reduce game playing, politics and
  confusion
 Provide guidelines for managers and staff
 Provide guidance for acceptable and
  unacceptable behaviours

                            Leadership & Motivation - Gihan Aboueleish
Harley Davidson’s Values:
   Tell The Truth
   Be Fair
   Keep Your Promises
   Respect The Individual
   Encourage Intellectual Curiosity
   Mutually Beneficial Relationships

                            Leadership & Motivation - Gihan Aboueleish
Leadership Models – Styles
Tannenbaum & Schmidt
Blake & Mouton
Likert
Situational Leadership
Peter Drucker
John Adair



                     Leadership & Motivation - Gihan Aboueleish
Tannenbaum & Schmidt Style;
The Manager “Core”
1. …decides and announces the decision.
2. …'sells' the decision to the group.
3. …presents the decision with background ideas
   and invites questions.
4. …suggests a provisional decision and invites
   discussion about it.
5. …presents the situation or problem, gets
   suggestions, then decides.
6. …explains the situation, defines the parameters
   and asks the team to decide.
7. …allows the team to identify the problem,
   develop the options, and decide on the action,
   within the manager's received limits.

                             Leadership & Motivation - Gihan Aboueleish
Tannenbaum & Schmidt Style




                  Leadership & Motivation - Gihan Aboueleish
Blake & Mouton Style
 Concern for Production: The leader cares little
  about people and operates in fear of something
  going wrong. This person's focus is on achieving
  results and productivity.

 Concern for People: This leader cares little about
  productivity and operates wholly from a desire to
  be loved and approved of.

 The grid Blake and Mouton created from these
  two dimensions can help you to understand your
  predominant style on the scale of concern for
  productivity and concern for people.

                              Leadership & Motivation - Gihan Aboueleish
Blake & Mouton Stlye




                  Leadership & Motivation - Gihan Aboueleish
Likert leadership Style;
  Exploitive authoritative
Leader – Low people concern           Methods of threats & fear-based – To
achieve conformance. Communication is almost entirely downwards and the
psychologically distant concerns of people are ignored. “Centrally”
Benevolent authoritative
 Leader – High people concern –to an authoritative position            Methods
  of rewards & listens with concern – To encourage high performance.
  Communication lower down the organization . Although there may be some
  delegation of decisions, almost all major decisions are still made centrally.
  “Centrally”

Consultative
 The upward flow of information here is still cautious and rose-tinted to some
  degree, although the leader is making genuine efforts to listen carefully to
  ideas. Nevertheless, major decisions are still largely centrally made. “Centrally”

Participative
 the leader makes maximum use of participative methods, engaging people
   lower down the organization in decision-making. People across the
   organization are psychologically closer together and work well together at all
   levels.

                                                Leadership & Motivation - Gihan Aboueleish
Likert leadership Style;




                       Leadership & Motivation - Gihan Aboueleish
Situational Leadership Styles
Telling Leaders
Telling leader defines roles & tasks - follower   supervises very
closely. Decisions are made by the leader, and announced to the
followers. This means communication is predominantly one-way.

Selling Leaders
Selling leader defines roles & tasks - follower also seeks ideas and
suggestions from followers. Decisions are made predominantly by
the leader, but the communication style used is two-way. These
leaders are good at "selling" their ideas.

 Participating Leaders
Participating leader passes along the day-to-day decisions, such as
dividing up the workload, to their followers. The participating
leader will help to facilitate discussions, and takes part in the
decision-making process, but ultimate control is with the
followers.


                                       Leadership & Motivation - Gihan Aboueleish
Situational Leadership Styles
Delegating Leaders
Delegating leader is still involved in the workgroup's decisions, and helps to solve
problems, but the ultimate control is with the followers. In fact, with this situational
leadership style, the followers decide when to get the leader involved.


Development Levels of Followers
Blanchard and Hersey's situational leadership model also recognized the importance of
the development level of those being led. Their theory states that the leader's style
needs to reflect, in part, the competence and commitment of the followers. Those
two dimensions were then used to derive the following four development levels of
those being led:


   Low Competence, High Commitment
   Some Competence, Low Commitment
   High Competence, Variable Commitment
   High Competence, High Commitment
   In Blanchard's model of leadership, there exists an ideal type of leadership style to
    apply to each development level.


                                                    Leadership & Motivation - Gihan Aboueleish
Situational Leadership Styles




                    Leadership & Motivation - Gihan Aboueleish
Peter Drucker Leadership style




                     Leadership & Motivation - Gihan Aboueleish
Peter Drucker Leadership style




                     Leadership & Motivation - Gihan Aboueleish
John Adair Leadership Style
   Achieve the task.
   Build and maintain the team.
   Develop the individual.
   This creates a clear distinction between leadership and
    management.
   Creating charismatic 'Great Man' leaders is difficult and cannot
    be relied on.
   You cannot guarantee that such a person can be developed and,
    once developed, that they will be reliable.
   Adair's theory is more practical and shows that leadership can
    be taught and that it is a transferable skill.




                                        Leadership & Motivation - Gihan Aboueleish
John Adair Leadership Style




                    Leadership & Motivation - Gihan Aboueleish
Leadership Basic styles

    Authoritative Style

 Clear about what he is doing and
  why he is doing it
 Instills the same clarity in his
  followers
 Determines the end and leaves the
  choice of means to his people.

                        Leadership & Motivation - Gihan Aboueleish
Authoritative Leader example ;
 The   authoritative leadership style is best used
  in situations when a company or followers seem
  to be drifting aimlessly.

Example : Bill Gates
Mr. Gates removed himself from some of the
daily operations of Microsoft, he was still thought
of as an industry visionary - an authority. Bill
Gates has done much to further its
advancement. He had a vision, he told the world,
and he aligned the resources of Microsoft with
that vision.
                                                                          




                             Leadership & Motivation - Gihan Aboueleish
Leadership style…
       Autocratic Style

 Retains all authority and decision
  making power
 No suggestions – no considerations
 Instruct on what to do and how to do




                          Leadership & Motivation - Gihan Aboueleish
Autocratic Style examples
 At the extreme, autocratic leadership can take the
  form of a dictatorship. In this situation, the leader's
  word is "law." The typical autocratic leader does
  not involve others in the decision-making
  process. This type of leader might resort to force,
  manipulation, or even threats to accomplish their
  goals.

Example : Martha Stewart;
 Martha Stewart built her empire with personal
  attention to every detail. Whether you liked her or
  not, she was meticulous and demanding. She was
  also very successful in her endeavors, and in using
  her autocratic management style.


                                Leadership & Motivation - Gihan Aboueleish
Leadership style…
      Benevolent style

  Keeps employees happy & in
   harmony
  Ensures better communication
  Relationship builder




                      Leadership & Motivation - Gihan Aboueleish
Benevolent style Examples;
   Benevolent leadership, is a leadership and management style that
    continually emerges as perhaps the most important, and one of the
    most captivating, behavior patterns accounting for career success.

Benevolent style Examples;
Ed Woolard, who began his career at a DuPont plant in Kinston, N.C.
From these humble beginnings, he ascended over the next 40 years to
ultimately become DuPont’s chairman and CEO.
Woolard said about his extraordinary success : “A good ‘B player’ can
surround himself with a lot of ‘A players." My job was really just to
nurture them and make them successful.”
It was his approach to leading and managing that made Woolard an
"A player", creating an environment and culture in which to attract
and retain the best people by supporting their ideas, bringing them
along, taking a proactive interest in their professional growth and
development, fostering their creativity, and encouraging them to do
their best.



                                          Leadership & Motivation - Gihan Aboueleish
Leadership style…
        Coaching style

 Helps employees to identify their
  strengths & weakness
 Aligning employees
 Encourages long term development
 Issues challenging assignments



                        Leadership & Motivation - Gihan Aboueleish
Coaching style Examples ;
   If your company's intellectual capital is weak, or if you're simply looking for
    someone to share their knowledge, then you need to find someone that is
    good at, or willing to practice, the coaching leadership style. Coaching leaders
    are excellent at helping others to advance their skills, building bench strength,
    and providing career guidance.
Examples of Coaching Leaders
 It is extremely difficult to find clear examples of modern
  coaching leaders. The best examples of this particular style
  would be leaders that were labeled as "famous" mentors, or
  those involved in well known mentoring pairings.
Mentoring Pairings
 With that in mind, the following list of mentoring pairings
  provides examples of leaders exhibiting the coaching leadership
  style:
 Red Holtzman (NBA coach) mentored Phil Jackson (NBA coach)
 Andrew Carnegie (philanthropist) mentored Charles Schwab
  (first president of US Steel)
 Robert Patterson (CEO, National Cash Register) mentored
  Thomas Watson (founder of IBM)

                                                 Leadership & Motivation - Gihan Aboueleish
Leadership style…
      Democratic Style

  Involves employees in decision
   making process
  Gets ideas from his people
  Creates trust
  Sets realistic goals



                        Leadership & Motivation - Gihan Aboueleish
Democratic Style Examples
   When the workplace is ready for democratic leaders, the
    style produces a work environment that employees can
    feel good about. Workers feel that their opinion counts,
    and because of that feeling they are more committed to
    achieving the goals and objectives of the organization.

Democratic Style Examples
 As a military leader, Eisenhower was faced with the
  difficult task of getting the Alliance forces to agree on a
  common strategy. Eisenhower labored hard to make sure
  everyone worked together to come to a common
  understanding. This was one of his greatest
  achievements. It was here that the democratic leadership
  style, and collaborative efforts, of Eisenhower shone
  through. The subsequent victory of the Alliance forces
  back up the correctness of the approach in that particular
  situation.

                                    Leadership & Motivation - Gihan Aboueleish
Leadership style…
    Pacesetting style
 Sets high standards and adheres on it
 Passionate about increase in quality
  and productivity
 You perform or leave organization is
  the attitude



                        Leadership & Motivation - Gihan Aboueleish
Pacesetting style
Effectively Using the Pacesetting Style
 The most effective way to use the pacesetting style is when you need to get
   quick results from a group that is already highly motivated and
   competent. The style is also effective when group members are highly
   competent in the task they are going to complete. Whether this comes from
   aptitude or experience, the group members are going to be asked to work
   quickly. There is no time to learn on the job, or teach someone a skill they may
   be lacking.

Examples of Pacesetting Leaders
 Perhaps the best examples of pacesetting leaders come from the
   military. There is very little tolerance for making mistakes when the
   stakes are that high.
Jack Welch
 Jack Welch began his career at General Electric in 1960, and by 1981
   he was named the company's eighth Chief Executive Officer. While
   Jack Welch was also known for his informal approach that allowed him
   to interact with employees at all levels in his organization, he was also
   a persistent and demanding executive.



                                               Leadership & Motivation - Gihan Aboueleish
Leadership Styles ;




                      Leadership & Motivation - Gihan Aboueleish
Leadership styles




                    Leadership & Motivation - Gihan Aboueleish
Contingency Theory
 It’s leader match theory because it tries to
  match leaders to appropriate situations
 A leader’s effectiveness depends on how well
  the leader’s style fits the context
 The theory was developed by studying the
  styles of leaders in situations and whether
  they were effective (primarily in military
  organizations)
 Concerned with styles and situations
                             Leadership & Motivation - Gihan Aboueleish
LPC Scale
 Used to measure a person’s leadership style
 For example, it measures your style by having
  you describe a coworker with whom you had
  difficulty completing a job. (not necessarily
  someone you dislike, but someone with whom
  you least like to work with)
 After you choose this person, the LPC
  instrument asks you to describe your
  coworker on 18 sets of adjectives

                              Leadership & Motivation - Gihan Aboueleish
Least Preferred Coworker
(LPC)Scale Application

 Application Attached




                         Leadership & Motivation - Gihan
                                            Aboueleish
Scoring
 Your final score is the total of the numbers
  you circled on the 18 scales
 57 or less = Low LPC (task motivated)
 58-63 = Middle LPC (socio-independent
  leaders, self directed and not overly
  concerned with the task or with how others
  view them)
 64 or above = High LPC (motivated by
  relationships)
                            Leadership & Motivation - Gihan Aboueleish
Leadership & Motivation - Gihan Aboueleish
Contingency Theory
   By measuring a leader’s LPC score and
   three situational variables, one can
   predict whether the leader is going to be
   successful in a particular setting.

   It is important to note that contingency
   theory stresses that leaders are NOT
   successful in all situations.


                           Leadership & Motivation - Gihan Aboueleish
Contingency Theory
Pros
 This theory is predictive and therefore provides
  useful information about the type of leadership
  that is most likely to be successful in a specific
  context
 Does not require people to be successful in all
  situations (perfection is not required)
 Data from this theory could be useful to
  organizations in developing leadership profiles


                                Leadership & Motivation - Gihan Aboueleish
Contingency Theory
Cons
 Fails to fully explain why people with certain
  leadership styles are more effective in situations
  than others
 Questions regarding the LPC scale have been
  made because it does not correlate well with
  other standard leadership measures.
 LPC instructions
                 are not clear – leaders are unsure
  how to choose a least preferred coworker
 Also fails to explain what to do when there is a
  mismatch between the leader and the situation in
  the workplace
                                Leadership & Motivation - Gihan Aboueleish
Path-Goal Theory
 Path Goal theory is about how leaders motivate
  subordinates to accomplish designated goals
 The stated goal of leadership is to enhance
  employee performance and employee
  satisfaction by focusing on employee
  motivation
 Emphasizes the relationship between the
  leader’s style and characteristics of the
  subordinates and the work setting
 The leader must use a style that best meets the
  subordinates motivational needs


                              Leadership & Motivation - Gihan Aboueleish
Path-Goal Theory




                   Leadership & Motivation - Gihan Aboueleish
Path-Goal Theory
Leadership Behaviors
 Directive leadership – leader gives instructions,
  expectations, time lines, and performance
  standards
 Supportive Leadership- leader is friendly and
  approachable, attends to the well being of
  subordinates, and treats everyone as equals
 Participative Leadership- leader invites
  subordinates to give ideas, share opinions and
  integrates their suggestions into the decision
  making process
 Achievement-Oriented Leadership- leader
  challenges subordinates to perform at the highest
  level possible. Leader has high standards of
  excellence and seeks continuous improvement.
                                  Leadership & Motivation - Gihan Aboueleish
Path-Goal Theory
Subordinate Characteristics
 Need for affiliation- prefer supportive
  leadership
 Preferences for structure – prefer directive
  leadership
 Desires of control- prefer participative
  leadership
 Self-perceived level of task ability- prefer
  achievement orientated leadership
                             Leadership & Motivation - Gihan Aboueleish
Leadership & Motivation - Gihan Aboueleish
Path-Goal Theory
Pros
 Helps understand how leader behavior
  effects subordinates satisfaction and
  work performance
 Deals directly with motivation – one of
  the only theories to address this
 Provides a very practical model – make a
  clear path and follow it


                           Leadership & Motivation - Gihan Aboueleish
Team Leader Effectiveness Checklist- Application

Instructions

Think over the last 6 months and indicate by ticking the
appropriate column how frequently you demonstrated
the behaviors described for each statement.




                                  Leadership & Motivation - Gihan Aboueleish
Leadership Questionnaire – Application

 An Assessment   of Style - Task V People
 orientation

 The following items describe aspects of
  leadership behavior.
 Respond to each item according to the way you
  would most likely act if you were leader of a
  work group.
 Circle whether you would most likely behave in
  the described way: - always (A); frequently (F),
  occasionally (0); seldom (S), or never (N)

                             Leadership & Motivation - Gihan Aboueleish
Path-Goal Theory
Cons
 This is a very complex theory that
  incorporates many aspects of leadership
 Research only partially supports the theory
 Fails to explain adequately the relationship
  between leader behavior and subordinate
  motivation
 Treats leadership as a one way street,
  places a majority of the responsibility on
  the leader
                             Leadership & Motivation - Gihan Aboueleish
Leadership skills &
Tactics




                  Leadership & Motivation - Gihan Aboueleish
Leadership Skills ;

 Persuasion skills
 Motivational skills
 Conflict resolution skills
 Leadership tactics




                        Leadership & Motivation - Gihan Aboueleish
Persuasion skills

   Consider a situation where a company has
    to take an important decision about
    funding a lucrative yet risky project. …..!

   Learn how to persuade by analyzing whom
                  to persuade


                              Leadership & Motivation - Gihan Aboueleish
How to persuade a Skeptics


 Skeptics are highly                Gain as much credibility
  suspicious
 Skeptics trust same
                                     Find out something
  backgrounds                         common with him


   They don’t like oppositions      Handle them delicately, if
    or challenges thrown to           they are wrong correct
    them                              smartly



                                        Leadership & Motivation - Gihan Aboueleish
How to persuade a Charismatic
 Charismatic are talkative    Persuader should control the
  & enthusiastic                urge to match his enthusiasm
 They look for facts to       Don’t hide the facts, discuss
  support their emotions        the risk with him/her
 Charismatic have short       Present information at
  attention span                earliest
 While deciding they take     Give them one and give time
  suggestions from high
  profile executes


                                  Leadership & Motivation - Gihan Aboueleish
How to persuade a Followers
 Followers rely on past     Make them feel confident
  decisions made              give E.g.
 They fear making           Provide testimonials & take a
  wrong choices               safe dwell in past
                             Don’t suggest out of box
   Followers like proven     ideas
    and reliable ideas.




                                Leadership & Motivation - Gihan Aboueleish
How to persuade a Charismatic
   Thinker are more            Persuader should communicate
    academic and logical         the draw – backs initially

   They like arguments         Using presentations and
    which are quantitative       arguments to appeal their
    and backed by data           intelligence


   They don’t forget bad       Talk intellectually and proposal
    experiences and have         should appear to be best option
    contradictory view
                                     Leadership & Motivation - Gihan Aboueleish
Persuasion skills Exercise ; Application
Objective
Each team has to persuade an independent delegate to join their team.

Setup
 Dividing the group into two teams with the exception of one person who
   acts as an independent delegate.
 Each team occupies one side of the room while the independent person
   sits on a chair in the middle of the room between the two teams.
 Each team has five minutes to brainstorm and make a case to pursue the
   independent delegate to join their team.
 Finally, one representative from each team has one minute to present
   their case to the independent person and pursue him or her to join their
   team.
 Timing


Activity: 10 minutes

Group Feedback: 20 minutes.

                                           Leadership & Motivation - Gihan Aboueleish
Motivational Skills

    How do one ensures high level of
     enthusiasm and commitment
     during bad
     times?????????................

    Motivating people is not as easy as
     it sounds



                             Leadership & Motivation - Gihan Aboueleish
General Methods of Motivation

 Truth as the highest virtue
 Desire to be great
 Communicate, communicate &
  communicate
 Sharing the burden of risk
 Motivating by caring
 Motivating people at different levels
 Motivating by setting difficult goals
 Motivating in times of crisis
                                Leadership & Motivation - Gihan Aboueleish
Motivating frontline staff
 Emotionally energies frontline people
 How?
      Take an example of US Marine Corps

       Who invested time and energy to
           cultivate strong values,

    Encouraging to take up leadership positions

        Clarity between team and leader
                                 Leadership & Motivation - Gihan Aboueleish
Motivating Problem People
Motivational lectures, cash incentives, or
 memos etc … will it motivate all of them?
What about problem employees… or
 difficult people…!
        Learn more about them, about yourself
                 and about situation


             Have a range of alternatives


           Have a formal one to one sessions
                                    Leadership & Motivation - Gihan Aboueleish
Conflict resolution skills
    What to do?

    Skills required are:
     Listening
     Questioning
     Communicating
     Non verbal signs
     Mediation skills



                           Leadership & Motivation - Gihan Aboueleish
Workshop - Application
 You are highly recommended to do the
 following steps by yourself;

   A model of Power & Influence
   Relations with Subordinates
   Relations with superiors
   How do effective leaders deal with their superiors?
    Model of effectiveness and influence



                                         Leadership & Motivation - Gihan
                                                            Aboueleish
Leadership Tactics
A model of Power & Influence
 Relationships beyond chain of command
    Step 1: identify the people who have to be led
 How do leaders identify these
 relationships?
    Step 2: identify people who may resist cooperation
 How do leaders assess power?
    Step 3: develop relationship with resisting parties
 How do leaders develop such relationships?
    Step 4: good relations & good communication
                                   Leadership & Motivation - Gihan Aboueleish
A model of Power & Influence continue….

 Relations with Subordinates
 Relations with superiors
 How do effective leaders deal with their
 superiors ?

  Evaluate your boss strength and weakness
     Evaluate your strength and weakness
       Build a relationship & maintain it
    Communicate, utilize his time prudently
                               Leadership & Motivation - Gihan Aboueleish
Model of effectiveness and influence



          Setting Agenda

         Building Network

        Implementing agenda




                            Leadership & Motivation - Gihan Aboueleish
Assignment – Application
 Develop a personal action plan to develop
 Your leadership style

      Sample is attached …




                              Leadership & Motivation - Gihan Aboueleish
Thank You



      Leadership & Motivation - Gihan Aboueleish
GIHAN ABOUELEISH



  Motivating Employees



                   Leadership & Motivation - Gihan Aboueleish
LEARNING OUTLINE
What Is Motivation?
  Define motivation.
  Explain motivation as a need-satisfying process.
Theories of Motivation
  Old Theories of Motivation
  Contemporary Theories of Motivation
  Motivators.
  Motivation & Goals.
  Motivation and Behavior
  Designing Motivating Jobs.
  Motivation and Perception .
  Issues in Motivation.
  From Theory to Practice; Guidelines for Motivating Employees
                                          Leadership & Motivation - Gihan Aboueleish
motivation




             Leadership & Motivation - Gihan Aboueleish
What Is Motivation?
 Motivation
  Is the result of an interaction between the person
  and a situation; it is not a personal trait.
  Is the process by which a person‟s efforts are
  energized, directed, and sustained towards
  attaining a goal.
    Energy: a measure of intensity or drive.
    Direction: toward organizational goals
    Persistence: exerting effort to achieve goals.

  Motivation works best when individual needs are
  compatible with organizational goals.

                                         Leadership & Motivation - Gihan Aboueleish
Definition
 Getting results through people
 Getting the best out of people
 Peters&Waterman: “Management‟s
 principal job is to get the herd heading
 roughly west.”




                         Leadership & Motivation - Gihan Aboueleish
Motivation

“A great man is one who can make a small
man feel great, and perform great.”




                                Leadership & Motivation - Gihan
                                                   Aboueleish
Motivation theories
People work to satisfy their needs.
 People work to satisfy their needs.
 They work at their best when they are
  achieving the greatest satisfaction from
  their work.
 The motivational theorists focus on
    examining human needs
    considering how the needs are met and can be
    better met in work

                               Leadership & Motivation - Gihan Aboueleish
Whom do we need to motivate?
   “telling role”: the subordinates
   “selling role”: equals and superiors


  “There is nothing I cannot achieve provided
    that my boss gets the credit for it.”




                            Leadership & Motivation - Gihan Aboueleish
Theories of Motivation
 Maslow‟s Hierarchy of Needs

 MacGregor‟s Theories X and Y

 Herzberg‟s Two-Factor Theory




                         Leadership & Motivation - Gihan Aboueleish
Theories of Motivation
Maslow’s Hierarchy of Needs Theory
  Needs were categorized as five levels of lower- to
  higher-order needs.
   Individuals must satisfy lower-order needs before they
    can satisfy higher order needs.
   Satisfied needs will no longer motivate.
   Motivating a person depends on knowing at what level
    that person is on the hierarchy.
  Hierarchy of needs
   Lower-order (external): physiological, safety
   Higher-order (internal): social, esteem, self-actualization

                                       Leadership & Motivation - Gihan Aboueleish
Maslow’s Hierarchy of Needs
  Most Needs Have To Do With Survival Physically
  And Psychologically




  PHYSIOLOGICAL OR SURVIVAL NEEDS
  Food, drink, shelter, sex, warmth, physical comfort




                                  Leadership & Motivation - Gihan Aboueleish
Maslow’s Hierarchy of Needs
On the whole an individual cannot satisfy any level unless
needs below are “satisfied”

Robinson Crusoe’s first thoughts were to find water, food and
  shelter. His second was to build a stockade and to get in
                 reserves of food and water.



             SAFETY NEEDS
             Freedom from danger and want

     PHYSIOLOGICAL OR SURVIVAL NEEDS


                                      Leadership & Motivation - Gihan Aboueleish
Maslow’s Hierarchy of Needs



          SOCIAL NEEDS
          Friendship, love, affection, belongingness



         SAFETY NEEDS


  PHYSIOLOGICAL OR SURVIVAL NEEDS


                                     Leadership & Motivation - Gihan Aboueleish
Maslow’s Hierarchy of Needs

                      ESTEEM NEEDS
         Ego, status, respect, prestige, promotion,
         influence, power, recognition,et.


            LOVE, AFFECTION, AND
            BELONGINGNESS NEEDS


          SAFETY NEEDS


   PHYSIOLOGICAL OR SURVIVAL NEEDS


                                       Leadership & Motivation - Gihan Aboueleish
Maslow’s Definition of a
Self-actualized Person

 Has no mental illness
 Satisfied in basic needs
 Fully exploited talents
 Motivated by values




                             Leadership & Motivation - Gihan Aboueleish
Characteristics of Self-actualizing persons

 Superior perception of reality
 Increased acceptance of self, of others, and of
  nature
 Increased spontaneity
 Increased detachment and desire for privacy
 Greater freshness of appreciation and richness of
  emotional reaction




                                    Leadership & Motivation - Gihan Aboueleish
Characteristics of Self-actualizing persons

 Increased autonomy and resistance
  to conformity
 Higher frequency of peak
  experiences
 Increased identification with the
  human species
 Improved interpersonal experiences
 More democratic character structure
 High levels of creativity

                           Leadership & Motivation - Gihan Aboueleish
The Relevance of the theory
 Deprivation at a lower level, causes loss of
  interest in higher level needs.
 A satisfying job at the higher levels will raise
  the level of tolerance or deprivation at the
  lower levels.
 When a need at a given level is satisfied, the
  law of diminishing returns set in.
 Oversatisfying of a need may produce a
  sense of guilt and/or deliberate self-
  deprivation.
 Different people will feel needs with
  different levels of intensity.
                               Leadership & Motivation - Gihan Aboueleish
Theories of Motivation
McGregor’s Theory X and Theory Y
  Theory X
 Assumes that workers have little ambition, dislike
 work, avoid responsibility, and require close
 supervision.
  Theory Y
   Assumes that workers can exercise self-direction, desire
   responsibility, and like to work.
  Assumption:
 Motivation is maximized by participative decision
 making, interesting jobs, and good group relations.
                                      Leadership & Motivation - Gihan Aboueleish
McGregor's Theory Y
   The expenditure of physical and mental effort
      in work is as natural as play or rest.

    People can exercise self-direction and self-
     control in the service of objectives to which
     they are committed.

    The average human being learns, under proper
     conditions, not only to accept but to seek
     responsibility.
    The capacity for creativity in solving problems is
     widely distributed among population.
    Motivation occurs at the social, ego, and self-
     realization levels as well as at the first two
     levels.

                                      Leadership & Motivation - Gihan Aboueleish
McGregor's Theory X

   People inherently dislike work and will avoid
    it if they can.
   People must be coerced, controlled, directed,
    and threatened in order to make them work.
   The average human being prefers to be
    directed, wishes to avoid responsibility, and
    has relatively little ambition.
   Most people have little capacity for creativity
    for solving problems.
   Motivation occurs only at the first two levels.



                                     Leadership & Motivation - Gihan Aboueleish
Theories of Motivation;
Herzberg’s Motivation-Hygiene Theory
    Job satisfaction and job dissatisfaction are
    created by different factors.
        Hygiene factors: extrinsic ( job environment) factors that create
        job dissatisfaction.
        Motivators: intrinsic (psychological factors/job content) factors
        that create job satisfaction.

   Attempted to explain why job satisfaction
    does not result in increased performance.
       The opposite of satisfaction is not dissatisfaction, but rather no
        satisfaction.


                                               Leadership & Motivation - Gihan Aboueleish
Contrasting Views of Satisfaction-Dissatisfaction       Exhibit 16–3




                                                    Leadership & Motivation - Gihan Aboueleish
Exhibit 16–2   Herzberg’s Motivation-Hygiene Theory




                                           Leadership & Motivation - Gihan Aboueleish
Motivators
   Achievement: This is a measure of the opportunities for you to use
    your full capabilities and make a worthwhile contribution.

   Responsibility: A measure of freedom of action in decision-taking,
    style and job development.

   Recognition: An indication of the amount and quality of all kinds of
    „feedback‟, whether good or bad, about how you are getting on in the
    job.

   Advancement: This shows the potential of the job in terms
    promotion. The story of the monkey.

   Work itself: The interest of the job, usually involving variety,
    challenge and personal conviction of one‟s significance.

   Personal Growth: Opportunities of learning and maturing.


                                             Leadership & Motivation - Gihan Aboueleish
Contemporary Theories of Motivation

 Three-Needs Theory

 Goal-Setting Theory

 Reinforcement Theory

 Designing Motivating Jobs

 Equity Theory

 Expectancy Theory



                              Leadership & Motivation - Gihan Aboueleish
Motivation and Needs
Three-Needs Theory (McClelland)
There are three major acquired needs that
are major motives in work.
   Need for achievement (nAch)
      The drive to excel and succeed

 Need for power (nPow)
      The need to influence the behavior of others

 Need of affiliation (nAff)
      The desire for interpersonal relationships


                                         Leadership & Motivation - Gihan Aboueleish
Examples of Pictures Used for Assessing Levels of nAch, nAff,           Exhibit 16–4
and nPow




                                                  Leadership & Motivation - Gihan Aboueleish
McCleland’s Self-Motivated Achiever
Most people have a motivation to achieve but only in 10% of
the population achieve their goals.
The percentage (10%) is likely to be much higher in certain
jobs, like management.
High-achievers share three major characteristics.
   They like to set their own goals. They want the victory or defeat to
    be unmistakably theirs.
   They tend to avoid extremes of difficulty in selecting goals. They
    prefer moderate goals.
   They prefer tasks which provide them with more or less immediate
    feedback.
   Effect of monetary incentives is rather complex. They are normally
    working at peak efficiency anyway. They prefer to place a high
    price on their jobs.


                                          Leadership & Motivation - Gihan Aboueleish
Motivation Exercise: What do You Want for
Reward - Application



Purpose
 We all want a better life, better job, more money,
  better recognition and so on. But do we really know
  what satisfies us the most in case we were going to
  be rewarded? Does your organization know what you
  would consider as a great reward?
Objective
 Design a questionnaire on preferred rewards and
  recognitions for your subordinates.

                              Leadership & Motivation - Gihan Aboueleish
Motivation Exercise: What do You
Want for Reward- Questionnaire



Purpose
 This exercise is effectively a questionnaire that you
  can provide to members of staff on a periodic basis
  (e.g. annually) to collect ideas on rewards and
  recognitions.
Objective
 Fill in the questionnaire on preferred rewards and
  recognitions.

                                 Leadership & Motivation - Gihan Aboueleish
Motivation and Goals
Goal-Setting Theory
  Proposes that setting goals that are accepted,
   specific, and challenging yet achievable will result
   in higher performance than having no or easy goals.
  Is culture bound to the U.S. and Canada.
Benefits of Participation in Goal-Setting
  Increases the acceptance of goals.
  Fosters commitment to difficult, public goals.
  Provides for self-feedback (internal locus of control)
   that guides behavior and motivates performance
   (self-efficacy).
                                 Leadership & Motivation - Gihan Aboueleish
Goal-Setting Theory   Exhibit 16–5




                                     Leadership & Motivation - Gihan Aboueleish
Motivation and Behavior
 Reinforcement Theory
   Assumes that a desired behavior is a function
   of its consequences, is externally caused, and
   if reinforced, is likely to be repeated.
    Positive reinforcement is preferred for its long-term
     effects on performance
    Ignoring undesired behavior is better than
     punishment which may create additional
     dysfunctional behaviors.



                                 Leadership & Motivation - Gihan Aboueleish
Designing Motivating Jobs
Job Design
The way into which tasks can be combined to
form complete jobs.
Factors influencing job design:
   Changing organizational environment/structure
   The organization‟s technology
   Employees‟ skill, abilities, and preferences
 Job enlargement
   Increasing the job‟s scope (number and frequency of
    tasks)
 Job enrichment
   Increasing responsibility and autonomy (depth) in a job.

                                   Leadership & Motivation - Gihan Aboueleish
Designing Motivating Jobs;
Job Characteristics Model (JCM)
 A conceptual framework for designing motivating jobs
  that create meaningful work experiences that satisfy
  employees‟ growth needs.
Five primary job characteristics:
   Skill variety: how many skills and talents are needed?
   Task identity: does the job produce a complete work?
   Task significance: how important is the job?
   Autonomy: how much independence does the jobholder
    have?
   Feedback: do workers know how well they are doing?

                                       Leadership & Motivation - Gihan Aboueleish
Exhibit 16–6                                 Job Characteristics Model




Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman,
1977). With permission of the authors.                                                                Leadership & Motivation - Gihan Aboueleish
Exhibit 16–7                                 Guidelines for Job Redesign




Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977).
With permission of the authors.                                                                              Leadership & Motivation - Gihan Aboueleish
Designing Motivating Jobs;
Suggestions for Using the JCM;
 Combine tasks (job enlargement) to create
  more meaningful work.
 Create natural work units to make employees‟
  work important and whole.
 Establish external and internal client
  relationships to provide feedback.
 Expand jobs vertically (job enrichment) by
  giving employees more autonomy.
 Open feedback channels to let employees
  know how well they are doing.
                           Leadership & Motivation - Gihan Aboueleish
Motivation and Perception
Equity Theory
  Proposes that employees perceive what they
  get from a job situation (outcomes) in relation
  to what they put in (inputs) and then compare
  their inputs-outcomes ratio with the inputs-
  outcomes ratios of relevant others.
     If the ratios are perceived as equal then a state of equity
     (fairness) exists.
     If the ratios are perceived as unequal, inequity exists and the
     person feels under- or over-rewarded.
     When inequities occur, employees will attempt to do
     something to rebalance the ratios (seek justice).

                                         Leadership & Motivation - Gihan Aboueleish
Motivation and Perception ;
 Equity Theory (cont’d)
    Employee responses to perceived inequities:
    Distort own or others‟ ratios.
    Induce others to change their own inputs or outcomes.
    Change own inputs (increase or decrease efforts) or
     outcomes (seek greater rewards).
    Choose a different comparison (referent) other (person,
     systems, or self).
    Quit their job.
   Employees are concerned with both the absolute
    and relative nature of organizational rewards.

                                  Leadership & Motivation - Gihan Aboueleish
Equity Theory   Exhibit 16–8




                               Leadership & Motivation - Gihan Aboueleish
Motivation and Perception;
 Equity Theory (cont’d)
    Distributive justice
      The perceived fairness of the amount and allocation of
       rewards among individuals (i.e., who received what).
      Influences an employee‟s satisfaction.

    Procedural justice
       The perceived fairness of the process use to determine the
       distribution of rewards (i.e., how who received what).
       Affects an employee‟s organizational commitment.



                                     Leadership & Motivation - Gihan Aboueleish
Motivation and Behavior
Expectancy Theory (Vroom)
 States that an individual tends to act in a certain
  way based on the expectation that the act will be
  followed by a given outcome and on the
  attractiveness of that outcome to the individual.
 Key to the theory is understanding and managing
  employee goals and the linkages among and
  between effort, performance and rewards.
     Effort: employee abilities and training/development
     Performance: valid appraisal systems
     Rewards (goals): understanding employee needs


                                       Leadership & Motivation - Gihan Aboueleish
Simplified Expectancy ModelExhibit 16–9




                                          Leadership & Motivation - Gihan Aboueleish
Motivation and Behavior;
Expectancy Relationships
Expectancy (effort-performance linkage)
   The perceived probability that an individual‟s effort
    will result in a certain level of performance.
  Instrumentality
   The perception that a particular level of performance
    will result in the attaining a desired outcome
    (reward).
  Valence
   The attractiveness/importance of the performance
    reward (outcome) to the individual.
                                  Leadership & Motivation - Gihan Aboueleish
Integrating Contemporary Theories of MotivationExhibit 16–10




                                              Leadership & Motivation - Gihan Aboueleish
Current Issues in Motivation
 Cross-Cultural Challenges
   Motivational programs are most applicable in
    cultures where individualism and quality of life
    are cultural characteristics
      Uncertainty avoidance of some cultures inverts Maslow‟s
       needs hierarchy.
      The need for achievement (nAch) is lacking in other cultures.
      Collectivist cultures view rewards as “entitlements” to be
       distributed based on individual needs, not individual
       performance.

   Cross-Cultural Consistencies
      Interesting work is widely desired, as is growth, achievement,
       and responsibility.

                                       Leadership & Motivation - Gihan Aboueleish
Current Issues in Motivation;
 Motivating Unique Groups of Workers
   Motivating a diverse workforce through
    flexibility:
    Men desire more autonomy than do women.
    Women desire learning opportunities, flexible work
     schedules, and good interpersonal relations.




                               Leadership & Motivation - Gihan Aboueleish
Current Issues in Motivation;
 Flexible Work/Job schedules
   Compressed work week
       Longer daily hours, but fewer days

   Flexible work hours (flextime)
       Specific weekly hours with varying arrival, departure, lunch
       and break times around certain core hours during which all
       employees must be present.

    Job Sharing
       Two or more people split a full-time job.

    Telecommuting
      Employees work from home using computer links.

                                       Leadership & Motivation - Gihan Aboueleish
Current Issues in Motivation;
Motivating Professionals
Characteristics of professionals
      Strong and long-term commitment to their field of expertise.
      Loyalty is to their profession, not to the employer.
      Have the need to regularly update their knowledge.
      Don‟t define their workweek as 8:00 am to 5:00 pm.

Motivators for professionals
   Job challenge
   Organizational support of their work


                                       Leadership & Motivation - Gihan Aboueleish
Current Issues in Motivation;
Motivating Contingent Workers
  Opportunity to become a permanent
  employee
  Opportunity for training
  Equity in compensation and benefits
Motivating Low-Skilled, Minimum-Wage
Employees
  Employee recognition programs
  Provision of sincere praise

                          Leadership & Motivation - Gihan Aboueleish
Current Issues in Motivation;
Designing Appropriate Rewards Programs
   Open-book management
     Involving employees in workplace decision by opening up the
      financial statements of the employer.
   Employee recognition programs
     Giving personal attention and expressing interest, approval,
      and appreciation for a job well done.
   Pay-for-performance
     Variable compensation plans that reward employees on the
      basis of their performance:
     Piece rates, wage incentives, profit-sharing, and lump-sum
      bonuses

                                      Leadership & Motivation - Gihan Aboueleish
Current Issues in Motivation;
Designing Appropriate Rewards Programs
   Stock option programs
     Using financial instruments (in lieu of monetary
      compensation) that give employees the right to purchase
      shares of company stock at a set (option) price.
     Options have value if the stock price rises above the option
      price; they become worthless if the stock price falls below the
      option price.




                                       Leadership & Motivation - Gihan Aboueleish
Exhibit 16–11                               Recommendations for Designing Stock Options




* Vesting refers to the time that must pass before a person can exercise the option.

Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,”
Academy of Management Executive, February 2003, p. 84.                                                                                                  Leadership & Motivation - Gihan Aboueleish
Recommendations for Designing Stock OptionsExhibit 16–11




Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,”
Academy of Management Executive, February 2003, p. 84.
                                                                                                                                             Leadership & Motivation - Gihan Aboueleish
The Leadership Motivation
Assessment - Application
How to Use the Tool:
 To use this tool, show the extent to which you
  agree or disagree with each of the following
  statements on a scale running from 1 (Strongly
  Disagree) to 5 (Strongly Agree).
 For each statement, click the button in the column
  that best describes you. Please answer questions
  as you actually are (rather than how you think
  you should be), and don't worry if some questions
  seem to score in the 'wrong direction'. When you
  are finished, please 'Calculate the Total'

                             Leadership & Motivation - Gihan Aboueleish
From Theory to Practice:
Guidelines for Motivating Employees

   Use goals                    Check the system for equity
   Ensure that goals are        Use recognition
    perceived as attainable
                                 Show care and concern for
   Individualize rewards         employees
   Link rewards to              Don‟t ignore money
    performance




                                       Leadership & Motivation - Gihan Aboueleish
Thank You


        Leadership & Motivation - Gihan
                           Aboueleish

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Leadership & motivation workshop

  • 1. GIHAN ABOUELEISH LEADERSHIP & MOTIVATION SKILLS WORKSHOP Leadership & Motivation - Gihan Aboueleish
  • 2. Workshop objectives By the end of this workshop, participants will be able to:  Identify the characteristics of an effective leader & identify their leadership styles.  Obtain a deeper understanding of leadership by a review of appropriate theories  Understand the meaning of, and barriers to, motivation.  Evaluate & apply motivation theories to their current operation.  Develop their teams to maximize their strengths and enhance productivity  Motivate their teams with effective performance measurement  Leverage the complementary skills and styles of their teams  Eliminate barriers and chokepoints that block teamwork  Develop a personal action plan to develop their leadership style  Integrate their leadership responsibilities, competencies and behaviors into their management role  Optimize organization and work design for success in service delivery teams Leadership & Motivation - Gihan Aboueleish
  • 3. WORKSHOP OUTLINE - LEADERSHIP  Leadership in Perspective  Importance of leadership for organizations  Definition of leadership  Leadership vs. management  How to create managerial leadership  What kind of leader are you: self-assessment  Leadership Styles  Leader’s source of power  Creating Job Satisfaction for Your Team  Identifying the components of an effective team  Communication skills of leaders  Designing an effective team communication strategy Leadership & Motivation - Gihan Aboueleish
  • 4. Leadership & Motivation - Gihan Aboueleish
  • 5. Leadership & Motivation - Gihan Aboueleish
  • 6. Leadership & Motivation - Gihan Aboueleish
  • 7. Leadership & Motivation - Gihan Aboueleish
  • 8. what’s the difference between management and leadership? Leadership & Motivation - Gihan Aboueleish
  • 9. Difference between Leaders and Managers? “ A manager takes care of where you are; a leader takes you to a new place.” James Colvard, “Managers Vs. Leaders” Leadership cannot replace management; it should be in addition to management. Leadership & Motivation - Gihan Aboueleish
  • 10. “A leader's job is To rally people Toward a Better future” marcus buckingham Leadership & Motivation - Gihan Aboueleish
  • 11. why leadership is so important? Leadership & Motivation - Gihan Aboueleish
  • 12. “ The surplus society has a surplus of  similar companies, employing similar people, with similar educational backgrounds.  working in similar jobs, coming up with similar ideas, producing similar things, with similar prices, warranties, and qualities.” Jonas Ridderstrale and Kjel Nordstrom Authors, Funky Business Leadership & Motivation - Gihan Aboueleish
  • 13. “when people leave companies, they tend not to quit the company, they are more likely to have quit the boss.” Ken Blanchard Leadership & Motivation - Gihan Aboueleish
  • 14. Characteristics of a Bad Leader.. Video Leadership & Motivation - Gihan Aboueleish
  • 15. Can’s Value ;  Define the fundamental character of a business  Help create the culture you want  Create a sense of identity for the business  Reduce game playing, politics and confusion  Provide guidelines for managers and staff  Provide guidance for acceptable and unacceptable behaviours Leadership & Motivation - Gihan Aboueleish
  • 16. Harley Davidson’s Values:  Tell The Truth  Be Fair  Keep Your Promises  Respect The Individual  Encourage Intellectual Curiosity  Mutually Beneficial Relationships Leadership & Motivation - Gihan Aboueleish
  • 17. Leadership Models – Styles Tannenbaum & Schmidt Blake & Mouton Likert Situational Leadership Peter Drucker John Adair Leadership & Motivation - Gihan Aboueleish
  • 18. Tannenbaum & Schmidt Style; The Manager “Core” 1. …decides and announces the decision. 2. …'sells' the decision to the group. 3. …presents the decision with background ideas and invites questions. 4. …suggests a provisional decision and invites discussion about it. 5. …presents the situation or problem, gets suggestions, then decides. 6. …explains the situation, defines the parameters and asks the team to decide. 7. …allows the team to identify the problem, develop the options, and decide on the action, within the manager's received limits. Leadership & Motivation - Gihan Aboueleish
  • 19. Tannenbaum & Schmidt Style Leadership & Motivation - Gihan Aboueleish
  • 20. Blake & Mouton Style  Concern for Production: The leader cares little about people and operates in fear of something going wrong. This person's focus is on achieving results and productivity.  Concern for People: This leader cares little about productivity and operates wholly from a desire to be loved and approved of.  The grid Blake and Mouton created from these two dimensions can help you to understand your predominant style on the scale of concern for productivity and concern for people. Leadership & Motivation - Gihan Aboueleish
  • 21. Blake & Mouton Stlye Leadership & Motivation - Gihan Aboueleish
  • 22. Likert leadership Style;  Exploitive authoritative Leader – Low people concern Methods of threats & fear-based – To achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored. “Centrally” Benevolent authoritative  Leader – High people concern –to an authoritative position Methods of rewards & listens with concern – To encourage high performance. Communication lower down the organization . Although there may be some delegation of decisions, almost all major decisions are still made centrally. “Centrally” Consultative  The upward flow of information here is still cautious and rose-tinted to some degree, although the leader is making genuine efforts to listen carefully to ideas. Nevertheless, major decisions are still largely centrally made. “Centrally” Participative  the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making. People across the organization are psychologically closer together and work well together at all levels. Leadership & Motivation - Gihan Aboueleish
  • 23. Likert leadership Style; Leadership & Motivation - Gihan Aboueleish
  • 24. Situational Leadership Styles Telling Leaders Telling leader defines roles & tasks - follower supervises very closely. Decisions are made by the leader, and announced to the followers. This means communication is predominantly one-way. Selling Leaders Selling leader defines roles & tasks - follower also seeks ideas and suggestions from followers. Decisions are made predominantly by the leader, but the communication style used is two-way. These leaders are good at "selling" their ideas. Participating Leaders Participating leader passes along the day-to-day decisions, such as dividing up the workload, to their followers. The participating leader will help to facilitate discussions, and takes part in the decision-making process, but ultimate control is with the followers. Leadership & Motivation - Gihan Aboueleish
  • 25. Situational Leadership Styles Delegating Leaders Delegating leader is still involved in the workgroup's decisions, and helps to solve problems, but the ultimate control is with the followers. In fact, with this situational leadership style, the followers decide when to get the leader involved. Development Levels of Followers Blanchard and Hersey's situational leadership model also recognized the importance of the development level of those being led. Their theory states that the leader's style needs to reflect, in part, the competence and commitment of the followers. Those two dimensions were then used to derive the following four development levels of those being led:  Low Competence, High Commitment  Some Competence, Low Commitment  High Competence, Variable Commitment  High Competence, High Commitment  In Blanchard's model of leadership, there exists an ideal type of leadership style to apply to each development level. Leadership & Motivation - Gihan Aboueleish
  • 26. Situational Leadership Styles Leadership & Motivation - Gihan Aboueleish
  • 27. Peter Drucker Leadership style Leadership & Motivation - Gihan Aboueleish
  • 28. Peter Drucker Leadership style Leadership & Motivation - Gihan Aboueleish
  • 29. John Adair Leadership Style  Achieve the task.  Build and maintain the team.  Develop the individual.  This creates a clear distinction between leadership and management.  Creating charismatic 'Great Man' leaders is difficult and cannot be relied on.  You cannot guarantee that such a person can be developed and, once developed, that they will be reliable.  Adair's theory is more practical and shows that leadership can be taught and that it is a transferable skill. Leadership & Motivation - Gihan Aboueleish
  • 30. John Adair Leadership Style Leadership & Motivation - Gihan Aboueleish
  • 31. Leadership Basic styles Authoritative Style  Clear about what he is doing and why he is doing it  Instills the same clarity in his followers  Determines the end and leaves the choice of means to his people. Leadership & Motivation - Gihan Aboueleish
  • 32. Authoritative Leader example ;  The authoritative leadership style is best used in situations when a company or followers seem to be drifting aimlessly. Example : Bill Gates Mr. Gates removed himself from some of the daily operations of Microsoft, he was still thought of as an industry visionary - an authority. Bill Gates has done much to further its advancement. He had a vision, he told the world, and he aligned the resources of Microsoft with that vision.  Leadership & Motivation - Gihan Aboueleish
  • 33. Leadership style… Autocratic Style  Retains all authority and decision making power  No suggestions – no considerations  Instruct on what to do and how to do Leadership & Motivation - Gihan Aboueleish
  • 34. Autocratic Style examples  At the extreme, autocratic leadership can take the form of a dictatorship. In this situation, the leader's word is "law." The typical autocratic leader does not involve others in the decision-making process. This type of leader might resort to force, manipulation, or even threats to accomplish their goals. Example : Martha Stewart;  Martha Stewart built her empire with personal attention to every detail. Whether you liked her or not, she was meticulous and demanding. She was also very successful in her endeavors, and in using her autocratic management style. Leadership & Motivation - Gihan Aboueleish
  • 35. Leadership style… Benevolent style  Keeps employees happy & in harmony  Ensures better communication  Relationship builder Leadership & Motivation - Gihan Aboueleish
  • 36. Benevolent style Examples;  Benevolent leadership, is a leadership and management style that continually emerges as perhaps the most important, and one of the most captivating, behavior patterns accounting for career success. Benevolent style Examples; Ed Woolard, who began his career at a DuPont plant in Kinston, N.C. From these humble beginnings, he ascended over the next 40 years to ultimately become DuPont’s chairman and CEO. Woolard said about his extraordinary success : “A good ‘B player’ can surround himself with a lot of ‘A players." My job was really just to nurture them and make them successful.” It was his approach to leading and managing that made Woolard an "A player", creating an environment and culture in which to attract and retain the best people by supporting their ideas, bringing them along, taking a proactive interest in their professional growth and development, fostering their creativity, and encouraging them to do their best. Leadership & Motivation - Gihan Aboueleish
  • 37. Leadership style… Coaching style  Helps employees to identify their strengths & weakness  Aligning employees  Encourages long term development  Issues challenging assignments Leadership & Motivation - Gihan Aboueleish
  • 38. Coaching style Examples ;  If your company's intellectual capital is weak, or if you're simply looking for someone to share their knowledge, then you need to find someone that is good at, or willing to practice, the coaching leadership style. Coaching leaders are excellent at helping others to advance their skills, building bench strength, and providing career guidance. Examples of Coaching Leaders  It is extremely difficult to find clear examples of modern coaching leaders. The best examples of this particular style would be leaders that were labeled as "famous" mentors, or those involved in well known mentoring pairings. Mentoring Pairings  With that in mind, the following list of mentoring pairings provides examples of leaders exhibiting the coaching leadership style:  Red Holtzman (NBA coach) mentored Phil Jackson (NBA coach)  Andrew Carnegie (philanthropist) mentored Charles Schwab (first president of US Steel)  Robert Patterson (CEO, National Cash Register) mentored Thomas Watson (founder of IBM) Leadership & Motivation - Gihan Aboueleish
  • 39. Leadership style… Democratic Style  Involves employees in decision making process  Gets ideas from his people  Creates trust  Sets realistic goals Leadership & Motivation - Gihan Aboueleish
  • 40. Democratic Style Examples  When the workplace is ready for democratic leaders, the style produces a work environment that employees can feel good about. Workers feel that their opinion counts, and because of that feeling they are more committed to achieving the goals and objectives of the organization. Democratic Style Examples  As a military leader, Eisenhower was faced with the difficult task of getting the Alliance forces to agree on a common strategy. Eisenhower labored hard to make sure everyone worked together to come to a common understanding. This was one of his greatest achievements. It was here that the democratic leadership style, and collaborative efforts, of Eisenhower shone through. The subsequent victory of the Alliance forces back up the correctness of the approach in that particular situation. Leadership & Motivation - Gihan Aboueleish
  • 41. Leadership style… Pacesetting style  Sets high standards and adheres on it  Passionate about increase in quality and productivity  You perform or leave organization is the attitude Leadership & Motivation - Gihan Aboueleish
  • 42. Pacesetting style Effectively Using the Pacesetting Style  The most effective way to use the pacesetting style is when you need to get quick results from a group that is already highly motivated and competent. The style is also effective when group members are highly competent in the task they are going to complete. Whether this comes from aptitude or experience, the group members are going to be asked to work quickly. There is no time to learn on the job, or teach someone a skill they may be lacking. Examples of Pacesetting Leaders  Perhaps the best examples of pacesetting leaders come from the military. There is very little tolerance for making mistakes when the stakes are that high. Jack Welch  Jack Welch began his career at General Electric in 1960, and by 1981 he was named the company's eighth Chief Executive Officer. While Jack Welch was also known for his informal approach that allowed him to interact with employees at all levels in his organization, he was also a persistent and demanding executive. Leadership & Motivation - Gihan Aboueleish
  • 43. Leadership Styles ; Leadership & Motivation - Gihan Aboueleish
  • 44. Leadership styles Leadership & Motivation - Gihan Aboueleish
  • 45. Contingency Theory  It’s leader match theory because it tries to match leaders to appropriate situations  A leader’s effectiveness depends on how well the leader’s style fits the context  The theory was developed by studying the styles of leaders in situations and whether they were effective (primarily in military organizations)  Concerned with styles and situations Leadership & Motivation - Gihan Aboueleish
  • 46. LPC Scale  Used to measure a person’s leadership style  For example, it measures your style by having you describe a coworker with whom you had difficulty completing a job. (not necessarily someone you dislike, but someone with whom you least like to work with)  After you choose this person, the LPC instrument asks you to describe your coworker on 18 sets of adjectives Leadership & Motivation - Gihan Aboueleish
  • 47. Least Preferred Coworker (LPC)Scale Application  Application Attached Leadership & Motivation - Gihan Aboueleish
  • 48. Scoring  Your final score is the total of the numbers you circled on the 18 scales  57 or less = Low LPC (task motivated)  58-63 = Middle LPC (socio-independent leaders, self directed and not overly concerned with the task or with how others view them)  64 or above = High LPC (motivated by relationships) Leadership & Motivation - Gihan Aboueleish
  • 49. Leadership & Motivation - Gihan Aboueleish
  • 50. Contingency Theory  By measuring a leader’s LPC score and three situational variables, one can predict whether the leader is going to be successful in a particular setting.  It is important to note that contingency theory stresses that leaders are NOT successful in all situations. Leadership & Motivation - Gihan Aboueleish
  • 51. Contingency Theory Pros  This theory is predictive and therefore provides useful information about the type of leadership that is most likely to be successful in a specific context  Does not require people to be successful in all situations (perfection is not required)  Data from this theory could be useful to organizations in developing leadership profiles Leadership & Motivation - Gihan Aboueleish
  • 52. Contingency Theory Cons  Fails to fully explain why people with certain leadership styles are more effective in situations than others  Questions regarding the LPC scale have been made because it does not correlate well with other standard leadership measures.  LPC instructions are not clear – leaders are unsure how to choose a least preferred coworker  Also fails to explain what to do when there is a mismatch between the leader and the situation in the workplace Leadership & Motivation - Gihan Aboueleish
  • 53. Path-Goal Theory  Path Goal theory is about how leaders motivate subordinates to accomplish designated goals  The stated goal of leadership is to enhance employee performance and employee satisfaction by focusing on employee motivation  Emphasizes the relationship between the leader’s style and characteristics of the subordinates and the work setting  The leader must use a style that best meets the subordinates motivational needs Leadership & Motivation - Gihan Aboueleish
  • 54. Path-Goal Theory Leadership & Motivation - Gihan Aboueleish
  • 55. Path-Goal Theory Leadership Behaviors  Directive leadership – leader gives instructions, expectations, time lines, and performance standards  Supportive Leadership- leader is friendly and approachable, attends to the well being of subordinates, and treats everyone as equals  Participative Leadership- leader invites subordinates to give ideas, share opinions and integrates their suggestions into the decision making process  Achievement-Oriented Leadership- leader challenges subordinates to perform at the highest level possible. Leader has high standards of excellence and seeks continuous improvement. Leadership & Motivation - Gihan Aboueleish
  • 56. Path-Goal Theory Subordinate Characteristics  Need for affiliation- prefer supportive leadership  Preferences for structure – prefer directive leadership  Desires of control- prefer participative leadership  Self-perceived level of task ability- prefer achievement orientated leadership Leadership & Motivation - Gihan Aboueleish
  • 57. Leadership & Motivation - Gihan Aboueleish
  • 58. Path-Goal Theory Pros  Helps understand how leader behavior effects subordinates satisfaction and work performance  Deals directly with motivation – one of the only theories to address this  Provides a very practical model – make a clear path and follow it Leadership & Motivation - Gihan Aboueleish
  • 59. Team Leader Effectiveness Checklist- Application Instructions Think over the last 6 months and indicate by ticking the appropriate column how frequently you demonstrated the behaviors described for each statement. Leadership & Motivation - Gihan Aboueleish
  • 60. Leadership Questionnaire – Application  An Assessment of Style - Task V People orientation  The following items describe aspects of leadership behavior.  Respond to each item according to the way you would most likely act if you were leader of a work group.  Circle whether you would most likely behave in the described way: - always (A); frequently (F), occasionally (0); seldom (S), or never (N) Leadership & Motivation - Gihan Aboueleish
  • 61. Path-Goal Theory Cons  This is a very complex theory that incorporates many aspects of leadership  Research only partially supports the theory  Fails to explain adequately the relationship between leader behavior and subordinate motivation  Treats leadership as a one way street, places a majority of the responsibility on the leader Leadership & Motivation - Gihan Aboueleish
  • 62. Leadership skills & Tactics Leadership & Motivation - Gihan Aboueleish
  • 63. Leadership Skills ;  Persuasion skills  Motivational skills  Conflict resolution skills  Leadership tactics Leadership & Motivation - Gihan Aboueleish
  • 64. Persuasion skills  Consider a situation where a company has to take an important decision about funding a lucrative yet risky project. …..!  Learn how to persuade by analyzing whom to persuade Leadership & Motivation - Gihan Aboueleish
  • 65. How to persuade a Skeptics  Skeptics are highly  Gain as much credibility suspicious  Skeptics trust same  Find out something backgrounds common with him  They don’t like oppositions  Handle them delicately, if or challenges thrown to they are wrong correct them smartly Leadership & Motivation - Gihan Aboueleish
  • 66. How to persuade a Charismatic  Charismatic are talkative  Persuader should control the & enthusiastic urge to match his enthusiasm  They look for facts to  Don’t hide the facts, discuss support their emotions the risk with him/her  Charismatic have short  Present information at attention span earliest  While deciding they take  Give them one and give time suggestions from high profile executes Leadership & Motivation - Gihan Aboueleish
  • 67. How to persuade a Followers  Followers rely on past  Make them feel confident decisions made give E.g.  They fear making  Provide testimonials & take a wrong choices safe dwell in past  Don’t suggest out of box  Followers like proven ideas and reliable ideas. Leadership & Motivation - Gihan Aboueleish
  • 68. How to persuade a Charismatic  Thinker are more  Persuader should communicate academic and logical the draw – backs initially  They like arguments  Using presentations and which are quantitative arguments to appeal their and backed by data intelligence  They don’t forget bad  Talk intellectually and proposal experiences and have should appear to be best option contradictory view Leadership & Motivation - Gihan Aboueleish
  • 69. Persuasion skills Exercise ; Application Objective Each team has to persuade an independent delegate to join their team. Setup  Dividing the group into two teams with the exception of one person who acts as an independent delegate.  Each team occupies one side of the room while the independent person sits on a chair in the middle of the room between the two teams.  Each team has five minutes to brainstorm and make a case to pursue the independent delegate to join their team.  Finally, one representative from each team has one minute to present their case to the independent person and pursue him or her to join their team.  Timing Activity: 10 minutes Group Feedback: 20 minutes. Leadership & Motivation - Gihan Aboueleish
  • 70. Motivational Skills  How do one ensures high level of enthusiasm and commitment during bad times?????????................  Motivating people is not as easy as it sounds Leadership & Motivation - Gihan Aboueleish
  • 71. General Methods of Motivation  Truth as the highest virtue  Desire to be great  Communicate, communicate & communicate  Sharing the burden of risk  Motivating by caring  Motivating people at different levels  Motivating by setting difficult goals  Motivating in times of crisis Leadership & Motivation - Gihan Aboueleish
  • 72. Motivating frontline staff  Emotionally energies frontline people  How? Take an example of US Marine Corps Who invested time and energy to cultivate strong values, Encouraging to take up leadership positions Clarity between team and leader Leadership & Motivation - Gihan Aboueleish
  • 73. Motivating Problem People Motivational lectures, cash incentives, or memos etc … will it motivate all of them? What about problem employees… or difficult people…! Learn more about them, about yourself and about situation Have a range of alternatives Have a formal one to one sessions Leadership & Motivation - Gihan Aboueleish
  • 74. Conflict resolution skills What to do? Skills required are:  Listening  Questioning  Communicating  Non verbal signs  Mediation skills Leadership & Motivation - Gihan Aboueleish
  • 75. Workshop - Application  You are highly recommended to do the following steps by yourself; A model of Power & Influence Relations with Subordinates Relations with superiors How do effective leaders deal with their superiors? Model of effectiveness and influence Leadership & Motivation - Gihan Aboueleish
  • 76. Leadership Tactics A model of Power & Influence  Relationships beyond chain of command  Step 1: identify the people who have to be led  How do leaders identify these relationships?  Step 2: identify people who may resist cooperation  How do leaders assess power?  Step 3: develop relationship with resisting parties  How do leaders develop such relationships?  Step 4: good relations & good communication Leadership & Motivation - Gihan Aboueleish
  • 77. A model of Power & Influence continue….  Relations with Subordinates  Relations with superiors  How do effective leaders deal with their superiors ? Evaluate your boss strength and weakness Evaluate your strength and weakness Build a relationship & maintain it Communicate, utilize his time prudently Leadership & Motivation - Gihan Aboueleish
  • 78. Model of effectiveness and influence Setting Agenda Building Network Implementing agenda Leadership & Motivation - Gihan Aboueleish
  • 79. Assignment – Application  Develop a personal action plan to develop Your leadership style  Sample is attached … Leadership & Motivation - Gihan Aboueleish
  • 80. Thank You Leadership & Motivation - Gihan Aboueleish
  • 81. GIHAN ABOUELEISH Motivating Employees Leadership & Motivation - Gihan Aboueleish
  • 82. LEARNING OUTLINE What Is Motivation?  Define motivation.  Explain motivation as a need-satisfying process. Theories of Motivation  Old Theories of Motivation  Contemporary Theories of Motivation  Motivators.  Motivation & Goals.  Motivation and Behavior  Designing Motivating Jobs.  Motivation and Perception .  Issues in Motivation.  From Theory to Practice; Guidelines for Motivating Employees Leadership & Motivation - Gihan Aboueleish
  • 83. motivation Leadership & Motivation - Gihan Aboueleish
  • 84. What Is Motivation?  Motivation  Is the result of an interaction between the person and a situation; it is not a personal trait.  Is the process by which a person‟s efforts are energized, directed, and sustained towards attaining a goal. Energy: a measure of intensity or drive. Direction: toward organizational goals Persistence: exerting effort to achieve goals.  Motivation works best when individual needs are compatible with organizational goals. Leadership & Motivation - Gihan Aboueleish
  • 85. Definition  Getting results through people  Getting the best out of people  Peters&Waterman: “Management‟s principal job is to get the herd heading roughly west.” Leadership & Motivation - Gihan Aboueleish
  • 86. Motivation “A great man is one who can make a small man feel great, and perform great.” Leadership & Motivation - Gihan Aboueleish
  • 87. Motivation theories People work to satisfy their needs.  People work to satisfy their needs.  They work at their best when they are achieving the greatest satisfaction from their work.  The motivational theorists focus on  examining human needs  considering how the needs are met and can be better met in work Leadership & Motivation - Gihan Aboueleish
  • 88. Whom do we need to motivate?  “telling role”: the subordinates  “selling role”: equals and superiors “There is nothing I cannot achieve provided that my boss gets the credit for it.” Leadership & Motivation - Gihan Aboueleish
  • 89. Theories of Motivation  Maslow‟s Hierarchy of Needs  MacGregor‟s Theories X and Y  Herzberg‟s Two-Factor Theory Leadership & Motivation - Gihan Aboueleish
  • 90. Theories of Motivation Maslow’s Hierarchy of Needs Theory  Needs were categorized as five levels of lower- to higher-order needs. Individuals must satisfy lower-order needs before they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that person is on the hierarchy.  Hierarchy of needs Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualization Leadership & Motivation - Gihan Aboueleish
  • 91. Maslow’s Hierarchy of Needs Most Needs Have To Do With Survival Physically And Psychologically PHYSIOLOGICAL OR SURVIVAL NEEDS Food, drink, shelter, sex, warmth, physical comfort Leadership & Motivation - Gihan Aboueleish
  • 92. Maslow’s Hierarchy of Needs On the whole an individual cannot satisfy any level unless needs below are “satisfied” Robinson Crusoe’s first thoughts were to find water, food and shelter. His second was to build a stockade and to get in reserves of food and water. SAFETY NEEDS Freedom from danger and want PHYSIOLOGICAL OR SURVIVAL NEEDS Leadership & Motivation - Gihan Aboueleish
  • 93. Maslow’s Hierarchy of Needs SOCIAL NEEDS Friendship, love, affection, belongingness SAFETY NEEDS PHYSIOLOGICAL OR SURVIVAL NEEDS Leadership & Motivation - Gihan Aboueleish
  • 94. Maslow’s Hierarchy of Needs ESTEEM NEEDS Ego, status, respect, prestige, promotion, influence, power, recognition,et. LOVE, AFFECTION, AND BELONGINGNESS NEEDS SAFETY NEEDS PHYSIOLOGICAL OR SURVIVAL NEEDS Leadership & Motivation - Gihan Aboueleish
  • 95. Maslow’s Definition of a Self-actualized Person  Has no mental illness  Satisfied in basic needs  Fully exploited talents  Motivated by values Leadership & Motivation - Gihan Aboueleish
  • 96. Characteristics of Self-actualizing persons  Superior perception of reality  Increased acceptance of self, of others, and of nature  Increased spontaneity  Increased detachment and desire for privacy  Greater freshness of appreciation and richness of emotional reaction Leadership & Motivation - Gihan Aboueleish
  • 97. Characteristics of Self-actualizing persons  Increased autonomy and resistance to conformity  Higher frequency of peak experiences  Increased identification with the human species  Improved interpersonal experiences  More democratic character structure  High levels of creativity Leadership & Motivation - Gihan Aboueleish
  • 98. The Relevance of the theory  Deprivation at a lower level, causes loss of interest in higher level needs.  A satisfying job at the higher levels will raise the level of tolerance or deprivation at the lower levels.  When a need at a given level is satisfied, the law of diminishing returns set in.  Oversatisfying of a need may produce a sense of guilt and/or deliberate self- deprivation.  Different people will feel needs with different levels of intensity. Leadership & Motivation - Gihan Aboueleish
  • 99. Theories of Motivation McGregor’s Theory X and Theory Y  Theory X Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.  Theory Y Assumes that workers can exercise self-direction, desire responsibility, and like to work.  Assumption: Motivation is maximized by participative decision making, interesting jobs, and good group relations. Leadership & Motivation - Gihan Aboueleish
  • 100. McGregor's Theory Y  The expenditure of physical and mental effort in work is as natural as play or rest.  People can exercise self-direction and self- control in the service of objectives to which they are committed.  The average human being learns, under proper conditions, not only to accept but to seek responsibility.  The capacity for creativity in solving problems is widely distributed among population.  Motivation occurs at the social, ego, and self- realization levels as well as at the first two levels. Leadership & Motivation - Gihan Aboueleish
  • 101. McGregor's Theory X  People inherently dislike work and will avoid it if they can.  People must be coerced, controlled, directed, and threatened in order to make them work.  The average human being prefers to be directed, wishes to avoid responsibility, and has relatively little ambition.  Most people have little capacity for creativity for solving problems.  Motivation occurs only at the first two levels. Leadership & Motivation - Gihan Aboueleish
  • 102. Theories of Motivation; Herzberg’s Motivation-Hygiene Theory  Job satisfaction and job dissatisfaction are created by different factors.  Hygiene factors: extrinsic ( job environment) factors that create job dissatisfaction.  Motivators: intrinsic (psychological factors/job content) factors that create job satisfaction.  Attempted to explain why job satisfaction does not result in increased performance. The opposite of satisfaction is not dissatisfaction, but rather no satisfaction. Leadership & Motivation - Gihan Aboueleish
  • 103. Contrasting Views of Satisfaction-Dissatisfaction Exhibit 16–3 Leadership & Motivation - Gihan Aboueleish
  • 104. Exhibit 16–2 Herzberg’s Motivation-Hygiene Theory Leadership & Motivation - Gihan Aboueleish
  • 105. Motivators  Achievement: This is a measure of the opportunities for you to use your full capabilities and make a worthwhile contribution.  Responsibility: A measure of freedom of action in decision-taking, style and job development.  Recognition: An indication of the amount and quality of all kinds of „feedback‟, whether good or bad, about how you are getting on in the job.  Advancement: This shows the potential of the job in terms promotion. The story of the monkey.  Work itself: The interest of the job, usually involving variety, challenge and personal conviction of one‟s significance.  Personal Growth: Opportunities of learning and maturing. Leadership & Motivation - Gihan Aboueleish
  • 106. Contemporary Theories of Motivation  Three-Needs Theory  Goal-Setting Theory  Reinforcement Theory  Designing Motivating Jobs  Equity Theory  Expectancy Theory Leadership & Motivation - Gihan Aboueleish
  • 107. Motivation and Needs Three-Needs Theory (McClelland) There are three major acquired needs that are major motives in work.  Need for achievement (nAch) The drive to excel and succeed  Need for power (nPow) The need to influence the behavior of others  Need of affiliation (nAff) The desire for interpersonal relationships Leadership & Motivation - Gihan Aboueleish
  • 108. Examples of Pictures Used for Assessing Levels of nAch, nAff, Exhibit 16–4 and nPow Leadership & Motivation - Gihan Aboueleish
  • 109. McCleland’s Self-Motivated Achiever Most people have a motivation to achieve but only in 10% of the population achieve their goals. The percentage (10%) is likely to be much higher in certain jobs, like management. High-achievers share three major characteristics.  They like to set their own goals. They want the victory or defeat to be unmistakably theirs.  They tend to avoid extremes of difficulty in selecting goals. They prefer moderate goals.  They prefer tasks which provide them with more or less immediate feedback.  Effect of monetary incentives is rather complex. They are normally working at peak efficiency anyway. They prefer to place a high price on their jobs. Leadership & Motivation - Gihan Aboueleish
  • 110. Motivation Exercise: What do You Want for Reward - Application Purpose  We all want a better life, better job, more money, better recognition and so on. But do we really know what satisfies us the most in case we were going to be rewarded? Does your organization know what you would consider as a great reward? Objective  Design a questionnaire on preferred rewards and recognitions for your subordinates. Leadership & Motivation - Gihan Aboueleish
  • 111. Motivation Exercise: What do You Want for Reward- Questionnaire Purpose  This exercise is effectively a questionnaire that you can provide to members of staff on a periodic basis (e.g. annually) to collect ideas on rewards and recognitions. Objective  Fill in the questionnaire on preferred rewards and recognitions. Leadership & Motivation - Gihan Aboueleish
  • 112. Motivation and Goals Goal-Setting Theory Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. Is culture bound to the U.S. and Canada. Benefits of Participation in Goal-Setting Increases the acceptance of goals. Fosters commitment to difficult, public goals. Provides for self-feedback (internal locus of control) that guides behavior and motivates performance (self-efficacy). Leadership & Motivation - Gihan Aboueleish
  • 113. Goal-Setting Theory Exhibit 16–5 Leadership & Motivation - Gihan Aboueleish
  • 114. Motivation and Behavior Reinforcement Theory  Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated. Positive reinforcement is preferred for its long-term effects on performance Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors. Leadership & Motivation - Gihan Aboueleish
  • 115. Designing Motivating Jobs Job Design The way into which tasks can be combined to form complete jobs. Factors influencing job design: Changing organizational environment/structure The organization‟s technology Employees‟ skill, abilities, and preferences  Job enlargement Increasing the job‟s scope (number and frequency of tasks)  Job enrichment Increasing responsibility and autonomy (depth) in a job. Leadership & Motivation - Gihan Aboueleish
  • 116. Designing Motivating Jobs; Job Characteristics Model (JCM) A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees‟ growth needs. Five primary job characteristics: Skill variety: how many skills and talents are needed? Task identity: does the job produce a complete work? Task significance: how important is the job? Autonomy: how much independence does the jobholder have? Feedback: do workers know how well they are doing? Leadership & Motivation - Gihan Aboueleish
  • 117. Exhibit 16–6 Job Characteristics Model Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors. Leadership & Motivation - Gihan Aboueleish
  • 118. Exhibit 16–7 Guidelines for Job Redesign Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors. Leadership & Motivation - Gihan Aboueleish
  • 119. Designing Motivating Jobs; Suggestions for Using the JCM;  Combine tasks (job enlargement) to create more meaningful work.  Create natural work units to make employees‟ work important and whole.  Establish external and internal client relationships to provide feedback.  Expand jobs vertically (job enrichment) by giving employees more autonomy.  Open feedback channels to let employees know how well they are doing. Leadership & Motivation - Gihan Aboueleish
  • 120. Motivation and Perception Equity Theory  Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs- outcomes ratios of relevant others.  If the ratios are perceived as equal then a state of equity (fairness) exists.  If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded.  When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice). Leadership & Motivation - Gihan Aboueleish
  • 121. Motivation and Perception ; Equity Theory (cont’d)  Employee responses to perceived inequities: Distort own or others‟ ratios. Induce others to change their own inputs or outcomes. Change own inputs (increase or decrease efforts) or outcomes (seek greater rewards). Choose a different comparison (referent) other (person, systems, or self). Quit their job. Employees are concerned with both the absolute and relative nature of organizational rewards. Leadership & Motivation - Gihan Aboueleish
  • 122. Equity Theory Exhibit 16–8 Leadership & Motivation - Gihan Aboueleish
  • 123. Motivation and Perception; Equity Theory (cont’d)  Distributive justice The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what). Influences an employee‟s satisfaction.  Procedural justice  The perceived fairness of the process use to determine the distribution of rewards (i.e., how who received what).  Affects an employee‟s organizational commitment. Leadership & Motivation - Gihan Aboueleish
  • 124. Motivation and Behavior Expectancy Theory (Vroom)  States that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.  Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance and rewards.  Effort: employee abilities and training/development  Performance: valid appraisal systems  Rewards (goals): understanding employee needs Leadership & Motivation - Gihan Aboueleish
  • 125. Simplified Expectancy ModelExhibit 16–9 Leadership & Motivation - Gihan Aboueleish
  • 126. Motivation and Behavior; Expectancy Relationships Expectancy (effort-performance linkage) The perceived probability that an individual‟s effort will result in a certain level of performance. Instrumentality The perception that a particular level of performance will result in the attaining a desired outcome (reward). Valence The attractiveness/importance of the performance reward (outcome) to the individual. Leadership & Motivation - Gihan Aboueleish
  • 127. Integrating Contemporary Theories of MotivationExhibit 16–10 Leadership & Motivation - Gihan Aboueleish
  • 128. Current Issues in Motivation Cross-Cultural Challenges Motivational programs are most applicable in cultures where individualism and quality of life are cultural characteristics Uncertainty avoidance of some cultures inverts Maslow‟s needs hierarchy. The need for achievement (nAch) is lacking in other cultures. Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance. Cross-Cultural Consistencies Interesting work is widely desired, as is growth, achievement, and responsibility. Leadership & Motivation - Gihan Aboueleish
  • 129. Current Issues in Motivation; Motivating Unique Groups of Workers Motivating a diverse workforce through flexibility: Men desire more autonomy than do women. Women desire learning opportunities, flexible work schedules, and good interpersonal relations. Leadership & Motivation - Gihan Aboueleish
  • 130. Current Issues in Motivation; Flexible Work/Job schedules Compressed work week  Longer daily hours, but fewer days Flexible work hours (flextime)  Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present.  Job Sharing  Two or more people split a full-time job.  Telecommuting Employees work from home using computer links. Leadership & Motivation - Gihan Aboueleish
  • 131. Current Issues in Motivation; Motivating Professionals Characteristics of professionals  Strong and long-term commitment to their field of expertise.  Loyalty is to their profession, not to the employer.  Have the need to regularly update their knowledge.  Don‟t define their workweek as 8:00 am to 5:00 pm. Motivators for professionals Job challenge Organizational support of their work Leadership & Motivation - Gihan Aboueleish
  • 132. Current Issues in Motivation; Motivating Contingent Workers  Opportunity to become a permanent employee  Opportunity for training  Equity in compensation and benefits Motivating Low-Skilled, Minimum-Wage Employees  Employee recognition programs  Provision of sincere praise Leadership & Motivation - Gihan Aboueleish
  • 133. Current Issues in Motivation; Designing Appropriate Rewards Programs  Open-book management Involving employees in workplace decision by opening up the financial statements of the employer.  Employee recognition programs Giving personal attention and expressing interest, approval, and appreciation for a job well done.  Pay-for-performance Variable compensation plans that reward employees on the basis of their performance: Piece rates, wage incentives, profit-sharing, and lump-sum bonuses Leadership & Motivation - Gihan Aboueleish
  • 134. Current Issues in Motivation; Designing Appropriate Rewards Programs  Stock option programs Using financial instruments (in lieu of monetary compensation) that give employees the right to purchase shares of company stock at a set (option) price. Options have value if the stock price rises above the option price; they become worthless if the stock price falls below the option price. Leadership & Motivation - Gihan Aboueleish
  • 135. Exhibit 16–11 Recommendations for Designing Stock Options * Vesting refers to the time that must pass before a person can exercise the option. Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,” Academy of Management Executive, February 2003, p. 84. Leadership & Motivation - Gihan Aboueleish
  • 136. Recommendations for Designing Stock OptionsExhibit 16–11 Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,” Academy of Management Executive, February 2003, p. 84. Leadership & Motivation - Gihan Aboueleish
  • 137. The Leadership Motivation Assessment - Application How to Use the Tool:  To use this tool, show the extent to which you agree or disagree with each of the following statements on a scale running from 1 (Strongly Disagree) to 5 (Strongly Agree).  For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please 'Calculate the Total' Leadership & Motivation - Gihan Aboueleish
  • 138. From Theory to Practice: Guidelines for Motivating Employees  Use goals  Check the system for equity  Ensure that goals are  Use recognition perceived as attainable  Show care and concern for  Individualize rewards employees  Link rewards to  Don‟t ignore money performance Leadership & Motivation - Gihan Aboueleish
  • 139. Thank You Leadership & Motivation - Gihan Aboueleish