1. Leadership and motivation

2. Leadership
The ability to influence a group toward the achievement of goals
“When you boil it down, contemporary leadership seems to a matter of aligning people toward common goals and empowering them to take the actions needed to reach them.”
Sherman, 1995
Sanctioned vs. non sanctioned leadership

3. Managers Vs Leaders Manager Characteristics Administers A copy
Maintains
Focuses on systems and structures
Relies on control
Short range view
Asks how and when
Eye on bottom line
Imitates
Accepts the status quo
Classic good soldiers
Does things right
Leader Characteristics
Innovates
An original
Develops
Focuses on people
Inspires trust
Long range perspective
Asks what and why
Eye on horizon
Originates
Challenges the status quo
Own person
Does the right thing

4. Trait Theories What characteristics or traits make a person a leader?
Great Man Theory: Individuals are born either with or without the necessary traits for leadership
Trait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders
Trait view has little analytical or predictive value
Technical, conceptual and human skills (Katz 1974)

5. Behavioral Theories
Ohio state studies: initiating structure (task or goal orientation) vs consideration (recognition of individual needs and relationships)
University of Michigan studies: Employee oriented ( genuine concern for people) vs production oriented genuine concern for task)

6. Types of leadership styles

7. Charismatic Leadership
Key Characteristics of Charismatic leaders
Self Confidence- They have complete confidence in their judgment and ability.
A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.
Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.
Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.
Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.
Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

8. Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders
Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishment
Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
Management by exception (passive): Intervenes only if standards are not met
Laissez faire: Abdicates responsibilities, avoids making decisions
Transformational Leaders
Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

9. The Activities of Successful & Effective leaders
Motivation
Delegation
communication

10. The Activities of Successful & Effective leaders
Type of Activity
Description categories
Derived from free Observation
Exchange Information
Routine Communication
Handling paperwork
Planning
Traditional Management
Decision Making
Controlling
Interacting with outsiders
Networking
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Human Resource Management
Managing conflict
staffing
Training/Developing

11. What skills do leaders need?
Personal Skills
Coping with stressors
Managing time
Delegating
2.Managing
stress
1.Developing
Self-awareness
3. Solving
Problems
creatively
Using the rational approach
Using the creative approach
Fostering innovation in others
Determining values
and priorities
Identifying cognitive style
Assessing attitude toward change

12. Interpersonal Skills Gaining power Exercise influence Coaching
Empowering others
Coaching
Counseling
Listening
5. Gaining power
and influences
6. Motivating others
4. Communication
supportively
7. Management
conflict
Diagnosing poor performance
Creating a motivating environment
Rewarding accomplishment
Identifying causes
Selecting appropriate strategies
Resolving confrontations

13. The Activities of Successful & Effective leaders
Motivation
Delegation
communication

14. The Activities of Successful & Effective leaders
Motivation
Delegation
communication

16. What Is Motivation?
Direction
Persistence
Intensity

17. I was saying "I'm the greatest” long before I believed it.
Intensity

18. “After a century of striving, after a year of debate, after a historic vote, health care reform is no longer an unmet promise. It is the law of the land.”
Direction

19. It's not that I'm so smart, it's just that I stay with problems longer.
Persistence
Means - Refusing to give up

20. Direction
Persistence
Intensity

22. Theories of Motivation
Needs theories
Maslow’s hierarchy of needs
Herzberg’s two factor theory
Process theories
Expectancy Theory
Goal Setting Theory

23. Self actualization Esteem Social Safety Physiological
Maslow’s
Hierarchy
of Needs
Self actualization Esteem Social Safety Physiological
Prentice Hall, 2001
Chapter 6

24. Maslow's hierarchy

25. Contrasting Views of Satisfaction and Dissatisfaction
Traditional view
Satisfaction
Dissatisfaction
Herzberg's view
Motivators
Satisfaction
No satisfaction
Hygiene Factors
No dissatisfaction
Dissatisfaction

26. Herzberg’s Two-Factor Theory
Dissatisfaction
and
demotivation
Not dissatisfied
but
not motivated
Positive
satisfaction
and motivation
Hygiene Factors
Motivational Factors
Company policies
Quality of supervision
Relations with others
Personal life
Rate of pay
Job security
Working conditions
Achievement
Career advancement
Personal growth
Job interest
Recognition
Responsibility

27. Needs Theories Herzberg Maslow Self-Actualisation Esteem Hygiene
Motivators
Factors
Maslow
Social
Safety
Physiological
Self-Actualisation
Esteem

28. Encourages persistency New strategies developed
Goal Setting
Goals
Specific
Difficult
Accepted
Effects on Person
Directs attention
Energises
Encourages persistency
New strategies developed
Performance
Feedback

29. THANK YOU
-PHARMA STREET