LEADERSHIP STYLE AND MOTIVATIONseminarski rad領(lǐng)導(dǎo)風(fēng)格、動(dòng)機(jī) seminarski拉德

1、a term paper of managemenat practices and organisation onleadership style and motivation more free term papers on site: www.besplatniseminarskirindex1abstract2introduction3leadership: defination, skill and roll4leadership style theories5developing leadership skills6objectives of developing leadershi

2、p skills7motivation8type of motivation9motivation theories10case studies on leadership11conclusion12bibliographyabstractthis report is an evaluation of leadership style as it affects motivation and productivity in work organizations. the terms pertinent to this work are first defined. historical and

3、 current theories are the presented and discussed. theory understanding and implementation are essential to increase motivation in the organization. data from leadership style studies is presented showing that situational determinants, traits, and wide style range are essential to promote motivation

4、 and effective leadership. there is no single narrow leadership style for all occasions rather the whole leader is needed for optimum productivity.introduction of leadership:inherent in the definitions of lead, leader, leadership, and leadership style is the notion of motivation. people generally th

5、ink of movement, fulfilling needs, doing, inertia, change, causality, influence, action, and impact when they ponder about motivation. of times, questions are asked about motivation like;how did a cause b?what factor or factors really caused b?why was b motivated?who had the most impact on b?motivat

6、ion can be considered in two major modes, intrinsic and extrinsic. intrinsic motivation is that which comes from within the individual, team, group, or organization. its execution brings about production and self-actualization. extrinsic motivation is that which originates outside of the individual

7、or organization under scrutiny. the fulfillment of external motivation results in what lawler (1973) calls social rewards. dyer, (1972) defines three areas affected by motivation. a change in amount, quality, or direction of performance. dictionary definitions give more insight into the relationship

8、 between leadership and motivation. to lead means to show the way, to conduct, to escort, to guide, and to direct. to cause to follow.to induce, to steer, to tend toward a certain goal or result, to point the way by going first or by setting an example (all implying some type of motivation). of cour

9、se, a leader is one who executes in some manner one or more of these processes.leadership may be defined as “to go before” or “show a right path” there is a leader in each and every organization who leads an organization, further to achieve their objectives. it has been viewed that without a leader

10、at every level of organization. our organization can miss opportunities, stifle innovation, underutilize the employees, fall short of its objective in customers service,quality,productivity,profitability. leadership at all levels makes difference as to whether our company will be around for long hau

11、l, so invest today in leadership to attain success tomorrows developing leadership at all levels in an organization helps to sustain long term success. leadership is a complex process through which a person influences others to accomplish their goal & directs the organization in a way that makes it

12、cohersive.a leader carries out processes by applying leadership attributes ie.beliefs,values,ethics,characteristics, knowledge skillsdeveloping leadership covers the broader concept of whom? what? where? is intended to assist in the promotion of leadership development according to collins leadership

13、 is a very vast concept that includes:1. position of leader2. period during which person occupies a position of leader within an organization3. ability to lead leadership qualities4. leader as a group of union according to warren benes”leadership is focused much more on individual capability of a le

14、ader. it is a function of knowing yourself having a vision that is communicated, building a trust among colleagues & taking effective action to realize leadership potential.“l(fā)eadership is an interactive conversation that pulls people towards becoming comfortable with language of personal responsibil

15、ity and commitment”leadership is not meant for the people of top management, but everyone can discover power within himself and can lead “l(fā)eaders are not born they are made”. leadership is more about dealing with people verses tasks. great leaders are able to positively influence people to perform t

16、he tasks to them.”leadership is effectively influencing others” leadership is one of those areas about which huge amount is said while leaving a big question unansweredwho is a leader? someone who is not a natural leader leadership programmers to run where natural leaders can develop skills to becom

17、e great ones training programmers push them to gain insight, to comfortably stretch their boundaries. once you are able to see what is going on, then you can move on to developing essential skills.essential skills of leadership: good communication being articulate think on your feet humor flexibilit

18、y integrity compelling presence empathy innovative &promoting change having ability to develop as a leader focus on people inspiring trust among members long range perspective changing statusleadership role: 1. need is to demonstrate the kind of leadership 2. managers can take step &can go beyond ex

19、pectations to become inspirational leaders3. good leaders smoothly brings big changes within an organization4. if members are ready for promotion then they have to understand next level5. leadership development is all about what you need to help companys progress to next level leadership style theor

20、ies:according to one well respected behaviorist, warren bennis, leadership theory seems to be very unclear. “of all the hazy and confounding areas in social psychology, leadership theory undoubtedly contends for top nomination. and ironically, probably more has been written and less is known about l

21、eadership than about any other topic in the behavioral sciences” (bennis cit. in weed, 1972).the probable reason for such a statement is the multiplicity of terminology which has been applied to an equally voluminous number of models and viewpoints about leadership and leadership style. perhaps the

22、best categorical description of many of these theories is found in stogdill (1974). he separates the many theories and theorists into basically six camps. great man and trait theories are some of the earliest dating back to the nineteenth century. during the first half of the twentieth century envir

23、onmental theories emerged. overlapping the environmental theories were the personal-situational theories propounded during the time between the thirties and the sixties. the final three categories have come to the forefront in the past twenty years. they include the interaction-expectation theories,

24、 the humanistic theories, and the exchange theories. petit (1975) discusses three factors which areinvolved in these different theories of leadership style. they are the traits of the leader and his followers, the behaviors of the leaders and his followers, as well as the situation in which leadersh

25、ip is exercised.early theories:the great man and trait theories of leadership originated through looking at the traits and heritage of leaders demonstrating impact in the past. according to these theories there are certain traits or certain biologically inherited characteristics that leaders have wh

26、ich motivate the masses to follow.this theory type is narrow in that it disregards other essential factors which are considered later in the development of leadership theory. that is not to say, however, that traits and other personal characteristics are not important in motivational leadership.the

27、environmental or situational theories focused on the societal-group factors which produce and promote leadership. the motivational leadership style of the leader or leaders was thought to be dependent only upon the situation according to this view. those who proposed this theory made the same mistak

28、e which the great man-trait theorists made; that of being too narrow in their observations and conclusions. it is apparent however that the group, place. time and circumstances do play an important part in motivating workers to action.the next group of theories to emerge combined the trait and situa

29、tional factors in what stogdill calls the personal situational theories. this group of theories began as a two factor theory considering the traits and external conditions of the leader. next it expanded to a three factor theory which included the task of the group. some of the major personal-situat

30、ional leadership theorists include warren bennis, j.r. gibb, and others.modern theories:the interaction-expectation theories look to the expectations or valence of those involved in the work relationship. they recommend that these expectations are promoted through the continuity or lack of it as see

31、n by the subordinates and supervisors. the focus of the development of motivation is in the sentiments of the involved parties during and following the processes of interaction. proponents ofinteraction-expectation theories are fred fiedler, r.j. house, g.c. homans, ralph stogdill and others. the ex

32、change theories point out a joint contribution to organizational motivation by the subordinates and supervisors. the organizational members provide social rewards for each other and receive back the same. when this social exchange occurs on an equitable basis motivation and productivity are optimize

33、d.the humanistic theories began with a basic assumption that people have a natural inner motivation. this motivation (when freedom and creativity are promoted in the organization) is translated into productivity. there are many models of these theories which have many similarities.these include chri

34、s argyris (1964) organization vs. individual model, the blake-mouton (1964) managerial grid, douglas mcgregors (1966) theory x and theory y model, the task-person leadership style model proposed by sergiovanni, metzcus, and burden (1969), the hersey-blanchard (1972)l.a.s.i. task-relationship model,

35、as well as others. these humanistic theories have had the biggest thrust during the past decade and are still much in vogue among management specialists and organizational development agents. when these humanistic theories first emerged an assumption was made by some that there might be a best leade

36、rship style for any and all situations. as this assumptionand these theories were tested and evolved; researchers found no best style for all situations but found that style adaptability is a major key to high motivation and productivity. style adaptability according to hersey-blanchard (1972) is th

37、e degree to which a leader is able to adapt his behaviors to the demands of various situations in order to accrue appropriate results in those situations. the humanistic theories show four basic generalized leadership styles. different workers name them differently.developing leadership skills: ever

38、y level of organization requires characteristics as a key for effective leadership. the essential attributes of leadership development are the followers. learning and understanding different functions an organization should work together understanding the complexities & changes happening in external

39、 environment.analysing strengths,weakenesses,opportunities & threats to understand the strategic objectives which are influenced by current and future influences.supports corporate goals by helping to create & communicate a vision which can be understood by at all the levels within an organization &

40、 helps others to contribute strategic goals. communicating effectively and efficiently and response to messages and signals from internal as well as external environment. by making effective use of communication channels to all the levels within an organization. exchange of information takes place i

41、n an organization among the suppliers, customers and partners. listening to every person views carefully and thoughtfully. selection of personal communication styles and techniques carefully to different situations.gathering of information by establishing multiple channels and networks which can be

42、able to generate constant flow of information from inside as well as outside the organization regularly.consistenly gathering, challenging and using the gathered information in a better way.after analyzing the information can take over the pre appropriate decisions for an organization. keeping in mi

43、nd the problem and solve the problem by selecting best alternative, by considering its impact before its implementation.developing effective teams by contribution of others at all levels within an organization ensuring that members are known to the plans, team development schemes etc.managing yourse

44、lf by reflecting personal progress of the individual &asking for feedback that is the result of work done by person.adopting a leadership in initiating actions &decision making being open minded and responsive to the needs of others. working towards personal& career development goals, adopting ethic

45、al approach to all personal and organizational activities.objective of developing leadership in an organizationthe main objective of leaders is to develop leadership skills .some people might believe that leaders are born and not made it is possible to develop leadership skills within an individual.

46、 people follow their leaders as they gained trust in them and earned their respect.it takes a long time to be a leader .so it is advisable to start developing leadership skills as early as possible. there are specific areas where a person has to work on while developing leadership skills. they are l

47、isted as under:1. integrity:leaders are honest & have high ethics .it is important to learn traits early as they help to gain trust of the people .you can practice some actual situations; this behavior is taking responsibility for your own actions. donor play blame games when things go wrong .leader

48、s take personal responsibility for their teams goals & objectives2passionate:leaders are passionate they are very enthusiastic about their work & have the ability to rub the energy off on their followers.3. courageous:leaders needs to be courageous whom people will follow .leaders are brave enough t

49、o bear risks .the ultimate task of a leader is that it should be courageous.4. goal oriented:leaders are very mush focused on their objectives which is to be fulfilled by them .they develop a strategic plan to achieve their goals. in addition they also needs to built commitment from team & achieve t

50、he organizational objectives5. commitment:commitment to work or task is the earliest step leaders work hard and have strong discipline in following through with their task to attain an objective6. developing people:developing people by training ,coaching or teaching them is the main trait of a good

51、leader .an individual cannot achieve organizational goals individually so to attain the objective they have to work in groups .leaders develop individuals to build a strong team, so that an organization can achieve their goals effectively and efficiently7. prioritize:leaders do important things, reg

52、ardless of the interest of the people. for the leaders whatever is required should be completed with best efforts.8. no public glory:leaders should understand that they will get private credit for their work .public glory is not at all expected. leaders know that whatever are their achievements is a

53、 result of joint effort of the team. they share glory and credit with rest for the work .they knows that they are as good as their team.developing leadership skills is a long process .some people are might born with such talents. so they develop into leaders much faster .leadership is a set of behav

54、ior, rather than a skill .leaders upgrades their team, using every encounter opportunity to evaluate. this constant, ongoing commitment to provide learning opportunities is fundamental to develop leaders throughout an organization.several considerations can support the development of dispersed leade

55、rship including:developing a common or shared leadership languagedeveloping skills required to determine appropriate leadership styles for given situationsdeveloping a culture that values & enables broad ranging influence and initiative .many companies develop framework that identify the leadership

56、capabilities these helps to create an explicit expectation and understanding about leadership organization sees the value in adopting and creating complex ways of communication needs and expectation around leader-follower and leader-leader interaction .leaders and followers are being able to adopt a

57、n approach is helpful if we have developed:a healthy self awarenessan understanding of how to diagnose situations & needsan appreciation of interpersonal dynamicsdeveloping leadership has various benefits it encourages informal leadership & provides greater satisfaction of improvements .and fulfillm

58、ents the culture of such approach is build upon acceptance that organizational journey that provides with opportunities to develop ourselves and others, to lead and to learn motivationmotivation is a word used to refer to the reason or reasons for engaging in a particular behavior - especially human behavior. these reasons may include a drive, a need, a desire to achieve a goal, a state of b