Assignment 220
Delp10
B207BPowerpoint-Week142.pptxB207B
Shaping Business Opportunities II
Block 3- Session 14
Leadership and motivation
Leadership and motivation
Leadership has a key role to play in motivating employees to perform and encouraging customers to purchase and keep on purchasing your product or services.
Leadership in a motivational sense is about setting the direction and focus of an organisation, making sure you have the support of your employees and creating a strong, positive, forward-looking energy that will drive your organisation towards its vision and goals
Session 14: Leadership and motivation
John Lewis Partnership
Read “An introductory profile of the John Lewis Parternship” (Reading 25)
Now look at the golden circle (Why? How? What?)
Session 14: Leadership and motivation
The golden circle: What? How? Why?
What: ‘Quality at the price offered’: an ethical food sourcing policy, high standards of customer service and very long guarantees on electrical goods.’
How: Owned by employees – partners – the shares are held in trust and it is not quoted on the stock exchange;
Why: A serious contemporary business, willing and able to tackle major competitive challenges in a principled and commercially adept way and whose ultimate purpose is the happiness of all its members through their worthwhile and satisfying employment in a successful business.
Motivation
Working towards the same goals and making a clear leadership statement about the ‘why’ of what you do is important.
There are a number of theories of motivation that offer key insights into employee performance.
It is important to understand that employees in the private sector are not always motivated purely by their salaries.
Before you move on to think about these theories and imagine how they could apply to you and your staff, pause for a minute and think about your own motivation:
What motivates you about your current job?
When have you felt most motivated either at work or studying, and why?
Think of an instance at work when you have felt demotivated. Why was this and what did you do about it?
Session 14: Leadership and motivation
Motivational theories
Herzberg’s two factor theory of motivation
Maslow hierarchy of needs
Session 14: Leadership and motivation
Herzberg’s two factor theory of motivation
Herzberg analysed the responses of 200 accountants and engineers who completed a survey on their positive and negative feelings about work (Herzberg, 1964).
The study revealed two principal factors that influence employee motivation.
The presence of motivation factors: factors that motivate employees to work harder, such as feeling valued, career progression and feeling that your work has a purpose.
The absence of hygiene factors: factors that demotivate employees if they are absent (but don’t necessarily add to motivation if they are present). Such as: clear company policies, company benefits, good relationships with managers and co workers.
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Maslow’s hierarchy of needs
The hierarchy of needs assumes that there are various levels of need that must be satisfied in order to ‘self-actualise’ or reach your potential. The following description views the levels from the perspective of an employee.
Session 14: Leadership and motivation
Maslow’s hierarchy of needs
Level 1: Physiological: If the place of work is not warm, if regular breaks are not given and if there is insufficient light, etc. to work by, then employees cannot move to the next level of need.
Level 2: Safety and security: Employees must feel safe; not only physically safe in the workplace but psychologically safe too. This means in organisations that have a bullying culture that dismisses employee needs and thoughts, employees are likely to be ‘stuck’ at this level. This can impact on basic motivation and will likely limit their capacity to progress.
Level 3: Love/belonging. In a business or organisational context the individual needs to feel a certain sense of belonging.
Level 4: Esteem. This level is articulated as the need for self-esteem, to feel that you are valued by others.
Level 5: Self-actualization. This level assumes that if needs 1–4 are satisfied, you are left with a motivated and high-performing individual (or an individual that performs to the best of their ability).
Session 14: Leadership and motivation
Maslow’s hierarchy of needs
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Case study: Motivation
Read Paula case study
Using both Herzberg and Maslow’s theories briefly describe how the MD could have motivated Paula more effectively and prevented her from leaving the company.
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Answer
According to Herzberg’s theory Paula had ceased to feel valued, not only because of the lack of development (which was clearly needed), but also because she was unsure of how her work fitted in with the bigger picture. Her salary was not an issue before but now she has no job satisfaction, is on a far lower salary than her line manager, and promotion seems relatively unattainable. In order to address this, the MD could have handled the announcement of the new marketing manager more sensitively – sitting down with Paula and explaining why the decision had been made and what the advantages would be for the company and in terms of Paula’s professional development.
The MD could have dealt with Paula’s feeling of lack of recognition and not being valued by offering her a clear idea of career progression – milestones and training goals for the longer term. She could also have empowered Paula to be more focused in her work by introducing a strategy catch up with her new line manager. This would help to build Paula’s sense of belonging (Mazlow’s level 3) and sense of feeling valued (level 4). She could have ensured that the new line manager had a clear sense of their responsibilities with regard to line managing Paula and that this included a coherent development programme.
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Culture in relation to leadership
Session 14: Leadership and motivation
Leading in a globalised, multicultural context can bring many uncertainties in areas that might otherwise be taken for granted or thought of as common sense.
Your way of seeing the world and what you take for granted or consider a common-sense approach is based on many aspects of your background, such as your personality, upbringing, socioeconomic background, class, gender, native language and culture.
Understanding culture is a key challenge for leaders.
Culture in relation to leadership
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Good leadership is tricky to pin down but today’s leaders have the added challenge of working and competing in multicultural environments.
Skills of multi-cultural leaders
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Appreciation of and interest in the cultures of others and respect for different cultures other than your own
Awareness of own bias and prejudices
Ability to listen to employees and take evidence based decisions
Keen awareness of how education and training can alter mind-sets
Flexibility and the ability to adapt to change quickly
Ability to speak foreign languages
Competitiveness and willingness to take risks
Background in politics to handle potential conflict situations
Gender and leadership
When it comes to leadership, in many western societies people assume that women have as good a chance as men at achieving a top leadership role.
Unfortunately evidence shows this is not the case
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