Leadership Behavior,

Motivation, & Theories

FACILITATOR
TEHRIM IQBAL
Lecture : 3

Why do some people climb

mountains?

While others run?

And others
just sit?

And why do millions

of people go to
work each day?

is the force
Motivation
that drives our actions

But I prefer this

+ Action
Motive

Deployment
of energy is often evidence of
8

Pakistan`s Women Cricket Team

Success

Leader Behaviors

q Leader behavior vary depending on

subordinates and situations.

Leader Behaviors
Directive leadership.
Task-oriented, expectations, techniques,
timeline, standards of performance.

Supportive leadership.
Friendliness, approachability,
understanding, needs-oriented,
equality, respect.

Leader Behaviors
Participative leadership.
Sharing, consultation, advice-seeking,
integration.

Achievement-oriented leadership.
Challenging, high standard of
excellence, confidence in subordinates
abilities.

Motivation
Motivation is commonly assumed to be good thing.

Motivation is one of the several factors that goes into a

persons performance.

A state of mind in which a person views any particular

task or goal.

Used as a term to describe the process of activating

human behavior.

Motivation
People vary in their ability to do an activity and in
their willingness to do it.

Motivation is the willingness aspect.

Motives or needs are defined as wants, drives, or

impulses within the individual. They are the
drives to action and the reasons for behavior.
(Hersey & Blanchard, 1993).

Motivation
Motivation has been described as the ability to get
individuals to do what you want them to do, when
and how you want it done.

To effectively motivate, leaders need to discover in

their followers something that arouses a desire,
energizes the will, and serves as a basis for
action or thought.

Self Motivation
Do it now
Break up the task into small
steps
Dont wait for mood
Start action
Solutions will follow if you try

Your Vision

What is important to you?

Where you want to be?
What you want to be doing?
How you want to be viewed?
How you want to feel?
Preferred recognition/reward?

HOW WILL YOUR VISION BE

ACHIEVED?
Dont rely
on this..
But feel free
to
make your
own luck

Making Your Vision

Reality
What will you need to do to achieve
your 5-10 year`s vision?
Whats a must?
Whats useful?
Whats good, but not vital

Career Hot Buttons

What gets you out of bed in the

morning?

What Makes YOU Unique?

The 21st Century Success

Factors
1.

Get Noticed
Be Remembered
Make a Name for
Yourself

What makes you

stand out?

What do you love doing?

What comes easy?
What is important to you?
What do others appreciate about
you?
What are your greatest strengths?

What Motivates You?

What motivated you to attend today?
What motivates you to perform in office?
How do you motivate your co-workers?
How do you motivate yourself?

Intrinsic vs. Extrinsic Rewards

Extrinsic = Outside
Recognition
Promotion
s

Gifts

29

Praise

Intrinsic =
Inside

Feeling of Job
Well Done
Pride

Sense of
Achieveme
nt

Salary
Increase
Status

Leadership Theories
Trait
Behavioral
Contingency
Transformational

30

Trait Theory
Initial leadership research (1920-30s)
Focused on what an effective leader is,
not on how to effectively lead.
Assumes that certain physical, social and
personal traits are inherent in leaders.

31

Trait Theories
Early trait theories identified:
Physical characteristics (height,
appearance)
Personality characteristics (extrovert)
Skills and abilities (intelligence)
Social factors (interpersonal skills)

32

Trait Theory - Limitations

No consistent application of traits and
leadership effectiveness
Tries to relate physical characteristics
to effective leadership
Leadership is too complex to explain
with such a simple model

33

Behavioral Theories

The behavior approach focuses on the

behaviors that effective leaders engage in.

34

Behavioral Theories
People could be trained to be leaders.
Developed training programs to
influence leadership behavior.
Assumed that the best styles of
leadership could be learned.

35

Contingency Theories
q Successful leaders are able to identify
clues in an environment and adapt
their leadership style to the situation.
q Environment influences the type of
leadership needed.
q Examples:
1)Fiedlers Contingency
Model
2)Path-Goal Theory
3)Vroom-Yetton Model
36

Fiedlers Contingency
Theory
The theory that leader effectiveness is determined
by both the personal characteristics of leaders
and by the situation in which leaders find
themselves.
Sheds light on FOLLOWING important issues:
Why, in a particular situation, some leaders will
be effective and other leaders with equally good
credentials will be ineffective.
Why a particular leader may be effective in one
situation but not in another.
There is no best way for leaders to lead.
37

Path-Goal Theory of
Leadership
Path-Goal Theory of
Leadership formulated by
Robert House proposes that
the leader can affect the
performance, satisfaction,
and motivation of a group in
different ways:
Offering rewards for
achieving
performance goals

38

Clarifying paths
towards these
goals
Removing obstacles
to performance

Path-Goal Theory of Leadership

Leaders job is viewed as coaching or guiding
workers to choose the best paths for reaching
goals:
q Achievement-oriented leadership leader
set challenging goals and encourages
followers to achieve (appropriate to use
when followers suffers from lack of job
challenge).
q Directive leadership leader let followers
know what is expected and tells them
how to perform their task (appropriate to
use when followers have ambiguous jobs)
39

Path-Goal Theory of
Leadership
q Participative leadership leaders consult with
followers and ask for suggestions before
making a decision (appropriate to use when
follower is using improper procedures or
making poor decisions).
q
q Supportive leadership leader is friendly,
approachable and shows concern for
followers psychological well being
(appropriate when the follower lacks
confidence).
40

Vroom and Yetton Model

A model that describes the
different styles in which leaders
Decision-Making
Styles:
can make decisions.
Autocratic (A) - The leader makes the decision without
input from subordinates.
Consultative (C) - Subordinates have some input, but the
leader makes the decision.
Group (G) - The group makes the decision; the leader is
just another group member.
Delegated (D) - The leader gives exclusive responsibility
to subordinates.
41

Leadership Models

Charismatic Leadership
Situational Leadership
Transformational Leadership

42

Webers Charismatic
Influence Leadership
based on
follower perceptions
that the leader is
endowed with the
gift of divine
inspiration or
supernatural
qualities.

43

9-3

Charismatic Leaders

Increase the intrinsic value of effort

making it more appealing.
Great at building conviction for a cause.
Lead by example.

44

Visionary

Self
Promoting

Verbal
Skills

Charismatic
Charismatic
Leader
Leader
Characteristics
Characteristics

Good
decisionmaker

Intelligent

High Risk
Orientation

High Energy
Responsible

45

Self
Confidence

Height
(taller)

9-4

Situational Leadership

It links the situation with the

concept of task and relationship in
the leader-subordinate role

46

Situational Leadership
Used to determine if
ones style is task or
relationship oriented
and if the situation
matches the
leaders style to
maximize
performance.

47

5-4

Situational Leadership
Leadership behavior should be
appropriate for the circumstances.
Leadership is dependent on the:
Task.
Group characteristics.
Organizations culture.
Interpersonal relationships.

48

Situational Leadership
There are three elements of the leaderfollower situational model developed
by Fred Fiedler:
Position power the degree to which
a leaders position ensure compliance.
Task structure the degree of clarity
for goal accomplishment.
Leader-member relations the
nature of relationship between the
leader and the members.
49

Transformational
leaders
Develop a sense of what the
organization can become.
Recruit others with similar values.
Resolve conflicts.
Constantly communicate values.
Communicate shared values.

50

Characteristics of
Transformational Leaders
Charisma: Provides vision and sense of
mission, gains respect and trust.
Inspiration: Communicates high expectations,
uses symbols to focus efforts, expresses
important purposes in simple ways.
Intellectual Stimulation: Promotes
intelligence, rationality, and careful problem
solving.
Individualized Consideration: Gives personal
attention, treats each employee individually,
coaches, advises.
51

Transformational
Leadership
Leaders combine theories (trait, behavioral
and contingency)
Leaders are usually charismatic and
visionary, can inspire followers to
transcend their own self-interest for the
good of the organization.
Research indicates that transformational
leadership is strongly correlated with low
turnover rates, high productivity and
employee satisfaction.
52

Transactional
Leadership
Motivating for
performance at
expected levels
Stressing the link
between reward and
goal achievement.
Uses agreed upon
performance to
motivate

53

Transformational
Leadership
Goes Beyond
Transactional
Leadership
Transformational
Leadership
Motivating for performance
beyond expectations
Inspiring for missions beyond
self interest.
Instilling confidence to achieve
performance

Performance
Beyond
Expectations

Barriers
What might prevent or hinder you
from achieving your aims?

Overcoming Barriers

q What you can change (control)

q
q What you cannot change
(uncontrollable)

Making it Happen
Which first small steps can you take soon to work towards
your goals.

Review progress regularly

How have you used skills, knowledge and experience to

achieve projects or tasks

Record what you did, how you did it and what the result was

Summary

The primary goal

of a leader is to
motivate
employees.

To accomplish this
goal, it is
imperative that the
leader fully
understands how
people are
motivated.
Otherwise, the
organization will
never be as good
as it could be.
57

Golden Rule
Dont

do
anything to anyone
that you would not
want them to do to
you.

58

Thank you
for your kind attention!

FACILITATOR: Tehrim Iqbal

tehrimiqbal05@gmail.com