leadership Behaviour

1. LEADERSHIP:
.
Mubshair Durrani
Irfan khan
Ali Raza Nasir
Faiq khan

2. LEADERSHIP
BEHAVIOR
AND MOTIVATION

3. Leadership Behavior and
Motivation
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Focus of this Presentation is: im p o rta nc e o f
le a d e rs hip a nd m o tiva tio n
Our definition of leadership stressed the
importance of influencing others to achieve the
organizational objectives through change.
High Performance occur when leader create
motivational environment that inspire followers
to achieve firm’s goals.
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4. Leadership Behavior and
Motivation
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Motivational skills are critical to leadership
success.
How leader’s motivate their workers?
Why people leave their jobs?
Research shows employees stay if they are
satisfied with their jobs and committed to their
organizations and leave if they are not satisfied.
Poor leaders drive employees to quit.
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5. Leadership
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6. Leadership Behavior and Style
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Research on leadership had shifted from the
trait theory paradigm to the behavioral theory
paradigm.
Now the focus on what the leader says and
does.
No leadership behavior were found to be
consistently associated with leadership
effectiveness.
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7. Leadership Behavior and Style
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Leaders’ behavior is based on their traits and
skills.
Different studies shows employees retention is
based on relationship between manager and
employee.
Relationship is based on the manager’s
leadership personality traits and attitudes.
Traits and attitudes directly affect leaders
behavior with the employees.
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8. Leadership Behavior and Style
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
Pygmalion effect is based on traits, attitude
expectation, and the leader’s treatment
(behavior) of employees which determine the
followers’ behavior and performance.
Different studies confirmed leader’s behavior
has causal effect on employee performance.
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9. 3 Level Leadership Model
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10. Stages of Leadership Model
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First two levels, public and private leadership
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A shared, motivating group purpose and vision
Action, progress and results
Collective unity and team spirit
Individual selection and motivation
Personal leadership
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Developing one’s technical knowhow and skills
Cultivating the right attitude towards other people
Working on psychological self-mastery
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11. What is leadership style?
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12. Leadership Styles
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13. 13
Blanchard and Hersey 4 part
Model
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Directing
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Coaching
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The stage in which the employee is doing the task
but tentatively
Supporting
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When a employee is new to a task or job
Employee know the task but lacks some
confidence
Delegating
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Employee is up to speed and can handle the job
12/13/13

14. Leadership Qualities
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Charismatic
Innovative
Command and Control
Pace Setter (sets high standards for him and
team)
Servant (puts services to others before self
interest)
Situational (act according to situation)
Transformational (transform situation and
teams thinking)

15. What is the best leadership style?
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16. What is the best leadership style?
The one which works for the
individual leader in a specific
time and in a specific
environment
People change. Friends become enemies. Things go
wrong, but life goes on
.
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17. Which leadership style do
workers think is best?
To lead people walk behind
them - Lao Tzu
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18. WHAT TO DO?

19. 1.
Be a Shameless Idealist*

20. 2.
Be Kind for No Reason

21. 3.
Get Good Education and
Move to a Bad Neighborhood*

22. 4.
Build Institutes

23. 5. Fema Kuntum?

24. 6.
Pay the Zakat for Success

25. 7. Know your Price

26. 8. Be a Giving Person*

27. 9.
Start Reading

28. 10.
Teach Followership

29. 11.
Teach Listening Skills

30. 12.
Everything is Possible in Pakistan,
If You Don’t Have to W
orry About
Who Will Take the Credit?

31. “Although there is no one best leadership
style
in all situations, employees are more
satisfied
with a leader who is high in
consideration.”
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32. Motivation
Anything that affects behavior in
pursuit of a certain outcome.
E.g( Facebook)
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33. Motivation Process
“People go from need to motive to behavior to
consequence to satisfaction or dissatisfaction”
E.g., we are thirsty (need) and have
a drive (motive) to get drink. We get a
drink (behavior) that quenches
(consequence and satisfaction) our
thirst.
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34. Major Motivation Theories
Classification of Motivation
Theories
Specific Motivation Theory
1. Content motivation theories
(need motivation)
a. Hierarchy of needs theory
b.ERG theory
c. Two-factor theory
d.Acquired need theory
2. Process motivation theories
(choose behavior to fulfill
their needs)
a. Equity theory
b. Expectancy theory
c. Goal-setting theory
3. Reinforcement theory
(behavior can be explained,
predicted, and controlled
through the consequences for
behavior)
Type of Reinforcement
a. Positive
b. Avoidance
c. Extinction
d. Punishment
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35. Content Motivation Theories
Focus on explaining and predicting behavior
based on people’s needs.
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36. Hierarchy of Needs Theory
Proposes that people are motivated through
levels of needs which begin a basic life
sustaining needs and progress to life and work
satisfaction needs
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37. Maslow’s Hierarchy of Needs
SelfActualization
Esteem
Social
Safety
Physiological
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38. 38
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39. Maslow’s Hierarchy of Needs
How Firm meet these needs?

Self-Actualization Needs: Organization meet these
needs by the development of employees’ skills, the
chance to be creative, achievement and promotions,
and the ability to have complete control over their jobs.

Esteem Needs: Organization meet these needs
through titles, satisfaction of completing the jobs itself,
merit pay raises, recognition, challenging task,
participation in decision making and change for
advancement.
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40. Maslow’s Hierarchy of Needs
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Social Needs: Organization meet these needs
through the opportunity to interact with others, to be
accepted, to have friends. Activities include parties,
picnics, trips, and sport terms.
Safety Needs: meet these needs through safe
working conditions, salary increases to meet inflation,
job security, and fringe benefits (medical insurance/sick
pay etc).
Physiological Needs: meet these needs adequate
needs salary, breaks and working conditions.
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41. ERG THEORY
41
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A theory of human motivation that focuses on
three groups of needs that form a hierarchy:
e x is te nc e ne e d s
re la te d ne s s ne e d s
g ro wth ne e d s
The theory suggests that these needs change
their position in the hierarchy as circumstances
change.
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42. Existence Needs
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This group of needs is concerned with providing
the basic requirements for material existence,
such as physiological and safety needs.
In a work context this need is satisfied by money
earned in a job for the purchase of food, shelter,
clothing, etc.

43. Relatedness Needs
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This group of needs focuses on the desire to
establish and maintain interpersonal
relationships with family, friends, co-workers and
employers.
Interact with other people, receive public
recognition, and feel secure around people.
The amount of time most people spend at work
this need is normally satisfied to some extent by
their relationships with colleagues and
managers.

44. Growth Needs
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These needs are about the fulfilment of desires
to be creative, productive and to complete
meaningful tasks.
These needs are all about by personal
development. In a work context a person's job,
career, or profession can provide a significant
satisfaction of growth needs.

45. CONCLUSION
Clayton Alderfer extended and simplified
Maslow’s hierarchy into a shorter set of three
needs: Existence, Relatedness and Growth
(hence 'ERG'). Unlike Maslow, he did not see
these as being a hierarchy, but being more of a
continuum.

46. Herzberg’s Theory of Motivation
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In 1960 Herzberg published two factor theory
(maintenance and motivators of needs).
This theory proposes that “people are
motivated by motivator rather than
maintenance factors”.
Intrinsic and Extrinsic Factors.
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47. Herzberg’s Two-Factor Theory
of Motivation
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Motivator Factors (believes motivation come from
within the person through the work itself)
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Maintenance (Hygiene) Factors (believes motivation
from outside the person and the job itself)
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48. 
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MOTIVATIONAL
FACTORS
Achievement
Recognition
Work Itself
Responsibility
Promotion
Growth
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HYGIENE FACTORS
Pay and Benefits
Company Policy and
Administration
Relationships with coworkers
Physical Environment
Supervision
Status , Salary
Job Security

49. Acquired Needs Theory
(employees are motivated by their need for:)
Affiliation
Power
Achievement
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50. Acquired Needs Theory
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Motivating with high Ach: through non-routine work,
challenging task with clear attainable objectives. Fast
feedback and keep out of their jobs.
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Motivating with high power: Let employees plan
and control their jobs as much as possible.
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Motivating with high Aff: Give them lot of praise
and recognition. Make great buddies and mentors.
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51. 51
Criticism of the Content
Theories
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Despite their wide use and impact on the
workplace, major criticisms exist of these
theories.
Universality - the theories pertain to be
universal theories and apply to everyone.
They take no account of gender, age, culture,
religious or other factor differences.
12/13/13

52. 52

Individual differences and stability over time not only do the theories ignore the significance
of individual differences but they largely fail to
recognize that individual needs are constantly
changing, and consequently what may be a
motivator one day may not the next. Their
static nature doesn't relate to the real world.
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53. 53

Process simplicity - The theories assume that
the connection between needs and behavior is
non-problematic. They ignore the processes
that must be evaluated and implemented to
achieve the desired end result.
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54. What is the Equity
Theory of Motivation?
John Stacey Adams, a workplace and
behavioral psychologist, put forward his Equity
Theory on job motivation in 1963.
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55. Equity Theory
(proposed that employees are motivated
when their perceived inputs equal outputs.)
Our inputs
(contributions)
Our outcomes
(rewards)
=
Others’ input
(contributions)
=
Others’
outcomes
(rewards)
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56. 56
12/13/13

57. What is the Expectancy
Theory of Motivation?
In 1964, Vroom developed the Expectancy theory
through his study of the motivations behind
decision making.
The Expectancy Theory of Motivation explains
the behavioral process of why individuals choose
one behavioral option over another.
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58. Expectancy Theory
Proposes that employees
are motivated when they
believe they can
accomplish the task and
the rewards for doing so
are worth the effort.
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59. Expectancy Theory-That which you focus on
expands. If you focus on how bad the weather
is…the weather becomes worse in your world.
If you focus on how good your opponent is…
your opponent becomes better in your world. If
you focus on your strength…you become
stronger in your world
Choose your focus wisely !!!
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60. What is the Goal-setting Theory
of Motivation?
The first empirical studies were performed by
Cecil Alec Mace in 1935.
Goal setting theory was developed and refined
by Edwin A. Locke in the 1960s.
Goals that are deemed difficult to achieve and
specific tend to increase performance more
than goals that are not.
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61. Goal-setting Theory
Proposes that specific, difficult goals
motivate people
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62. How Does a Leader Set
Meaningful Goals & Objectives to
Motivate Subordinates?
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63. Criteria for Objectives
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Singular result
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Specific
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Exact performance expected
Measurable
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One end result
Observe and measure progress
Target date
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Specific completion date
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64. Other Criteria for Objectives
Difficult but achievable
 Participatively set
 Commitment of employees
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65. What is Reinforcement Theory
“proposes that through the consequences for
behavior, people will be motivated to behave in
predetermined ways”
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66. Reinforcement Theory
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Also known as behavior modification
Based on studies of B.F. Skinner
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Depends on reinforcement
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Major topic of study in Psychology
Positive (attractive rewards)
Avoidance (avoid negative results)
Extinction (reduce undesirable behavior)
Punishment
Reinforcement can be
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Continuous
Intermittent (the reward is given based on the
passage of time or output. E.g., tea break, salary,
praise after the achievement)
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67. Yo u g e t
wha t y o u
re info rc e ,
no t a lwa y s
wha t y o u
re wa rd !
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68. How Can a Leader Motivate
Using Reinforcement?
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69. Motivating with Reinforcement
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Set clear objectives
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Use appropriate rewards
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Employees must understand what is expected
Must be seen as rewards
Use the appropriate reinforcement schedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees
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70. Give Sincere Praise
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People will know if you mean it
Praise Model (Person to Person)
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Tell what was done well
Tell why it is important
Take a moment of silence
Encourage continued good work
Learn to give praise easily
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It is an effective and inexpensive motivational
tool
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71. Which Motivation Theory
is the “Correct” Model?
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All of them
None of them
None works in all environments, in all
situations, or for all people
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Leader must be flexible
Knowledge of all theories will help in
determining the correct way to motivate in a
given situation
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72. Which Motivation Theory
is the “Correct” Model?
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73. THA K YO U. . !
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