Do you Know Applications and Theories of Leadership?

Date: 05/14/2019

A leader appreciates the fact that their most important asset is the human resource they manage. Such a leader acknowledges that the failure or success of the organization is dependent on how the employees of the organization have been motivated. Modern leadership theories incorporate the element of employee motivation and empowerment as critical elements that define great leadership skills. Consequently, leaders are therefore mindful that objectives of the organization can be met more efficiently when they attend to the needs of the employees. The acquired needs theory is the most preferable content motivation theory. This is because it proposes that because individuals have different experiences and preferences they are bound to have different needs. Therefore, leaders should not use the same formulae to satisfy the needs of employees because this needs maybe different (Rudolph, 2016).

Employee motivation can be perceived from different dimensions. Process motivational theories attempt to perceive employee motivation from a behavioral and psychological dimension. The theories seek to explain how the needs of employees might influence their behavior at work. The most preferable theory in this category is the equity motivational theory. The theory proposes that when workers feels their efforts are not rewarded equitably they become less motivated and their productivity might be negatively affected (Rudolph, 2016). If a worker feels their efforts is not comparatively equal to their fellow employees, they will seek to adjust their efforts upwards or downwards to march the effort of other employees. As a leader, the theory encourages that employees should be rewarded based on the effort they put at work. Any deviation from a reward system that is perceived to be equitable can create disharmony among employees making them feel less motivated.

In any position of power, positive and negative reinforcement always comes in handy depending on the nature of employees one is dealing with. The pain, humiliation and public annoyance that is derived from negative reinforcement might motivate employees to avoid engaging in actions that not desired at work. However, it comes with a risk of losing their respect as they will only fear the consequences of their actions and not appreciate the importance of following the rules. On the other hand, a positive reinforcement generates pleasure and a sense of appreciation by the organization (Temminck, Mearns & Fruhen, 2015). This form of motivation is more beneficial to both parties and breeds mutual respect. The best model to employ a mixture of both forms of reinforcement so that you cater to employees of every kind.

References

Rudolph, C. W. (2016). Lifespan developmental perspectives on working: A literature review of motivational theories. Work, Aging and Retirement, 2(2), 130-158.

Temminck, E., Mearns, K., & Fruhen, L. (2015). Motivating employees towards sustainable behaviour. Business Strategy and the Environment, 24(6), 402-412.