LEADERSHIP AND MOTIVATION HRM 608 Summer, 2011

MD. SHAHAJAHAN HOWLADER

nisith83@gmail.com

Leadership and Motivation HRM 608 Who is a leader? A leader is someone who leads/ guides/ inspires others. A Leader is one of the most influential person who influences a group of people towards the achievement of a goal. Usually he holds a dominant or superior position. Leadership Leadership is the behaviour of an individual which directing the activities of a group towards a shared goal. (Hempill & Coons) Leadership is the process of influencing the activities of an organized group towards goal achievement. (Rauch & Behling) Leadership is the process of making sense of what people are doing together so that people will understand and be committed. (Drath) Leadership is the ability/capability of an individual to influence, motivate, and enable others to contribute towards the effectiveness and success of the organization. Leadership is an art of influencing a people by persuasion to follow a line of action. Leadership is an act that causes of others to act or respond in a share direction. Leadership as a partnership Leadership is to regard as long term partnership. Four things are necessary for valid leadership. 1. Exchange of purpose: In a partnership every worker at every level should define vision and values. Through dialogue with every level of people, a widely accepted vision would be considered by the leader. 2. A right to say no: The general believe people who express contrary opinion will be punished; results a person can lose an argument but never a voice. 3. Joint accountability: In a team, each person is responsible for results and situations. In practice this means that each person takes personal accountability for the success and failure of the organizational unit. 4. Absolute honesty: Absolute honesty is required to reach the goal in team label of circumstances. The impact of leadership on organizational performance Leaders bring change through their action and personal influence. The role of leaders affects organizational performance; frequent replace of a leader creates problem. One of the researchers

opinion organizations required a higher level of leadership. Among the changes; increasing competition, technological advances, changing governmental regulations, and changing worker attitudes a leader could successfully reorient the organization by changing strategies and organizational structure. Leadership roles The various roles are carried out by leaders. A role in this context is an expected set of behaviour. Leadership roles are a sub set of the managerial roles. 1. Figurehead. Leaders, particularly high ranking managers, spend some part of their time engaging in ceremonial activities, or acting as a figurehead. Making oneself available to outsiders as a representative of the organization Serving as an official representative of the organization at gatherings outside the organization.

2. Spokesperson. As a spokes person, the managerial leader answering the inquiries and formally and formally reporting to individuals and group out side his organizational unit. Upper level management Clients Labour unions Professional colleagues

3. Negotiator. Deals with other for necessary resources Bargaining with superior for funds, facilities, equipment or any other required support Bargaining with other unit for the use of staff, facilities or any other form of support Bargaining with vendors or suppliers for services or schedules

4. Coach. As an effective leader takes time to coach team members Inform team members concerning ineffective performance Ensure team members are informed relating improvement of their performance.

5. Team builder. A paramount import role as an effective leader to build a strong team. Ensuring that the team members are recognized for their accomplishment Arranging activities that contributing group morale Holding periodic staff meetings to encourage team members to talk about their accomplishment, problem and concern

6. Team Player. Play role as a team player maintain personal conduct

Cooperate with others units Showing loyalty to support superiors plan and decisions.

7. Teachnical problem. To help team members to solve the technical problem Serving as technical expert

8. Enterprener. Managers who works in a large organization have some responsibilities for improving the firm Keep in touch what is happening in the business world

The satisfactions and frustration of being a leader The leader is generally satisfied with his title. To be called a leader is better than to be called as a follower. The satisfaction and frustration depends on his particular leadership position. The various factors drive to be satisfied and frustrated. Sources of satisfaction are appended below 1. 2. 3. 4. 5. 6. 7. A feeling of power and prestige: As a leader power comes automatically and prestige lies with the power. A change to help others: A leader works directly with the people and has an opportunity to listening the problem lies with them. Leaders often train the team members and solve personal problem. As a leader his job is to help the people High income: Generally, leaders receive higher pay than team members. If money is the key of motivator being a leader it could achieve without difficulty. Respect and status: A leader is respected by the group members. He enjoys higher status than the general people. Good opportunities for advancement: Obtaining a leadership position carrier advancement opportunity increases in many ways. Designation facilitates a person professional experience. Easy information: A benefit of being a leader is that to receive inside information attending management meeting. By and large, such information is not passed along to individual contributor. An opportunity to control money and other resources: A leader often contributes to prepare a department budget and authorize expenses. Effective or satisfied judgment on financial matters facilitates a leader to reach an expected goal. Dissatisfaction and Frustrations of Leaders Many individual contributors refuse to accept a leadership role because of the frustration. Too much uncompensated over time: People in leadership jobs are usually expected to work longer hours than other employees. Such casual over time is not compensated.

Too many headaches: Being a leader faces potential problem whether any thing go wrong all responsibilities include on his account. Not enough authority to carry out responsibility: People in managerial positions complain repeatedly that they are held responsible for things done but they have little control and authority. It might be expected from a manager to produce high quality services with too small or unskilled staff but no authority to hire or fire. Loneliness: Some people in leadership position feel lonely because they miss on of the gang. Too many problems Involving people: A major frustration facing a leader is the number of human resources problems requiring action. The lower leadership position faces as problem. Too much paperwork and Electronic mail: A general complain comes from managers that abundance of from need to fill up. Common complain of a leader or manger is that too much paperwork and electronic mail take up too much time. Government regulations over matters such as employee health and safety and equal employment opportunity compliance are another source of substantial paperwork. Too much organizational politics: People of all level of organizations involve in politics. It is easier to avoid politics as an individual contributor than a leader. As a leader you have to engage in politics from three directions: below, sideways, and upward. Political tactics such as forming alliances and coalitions are a necessary part of a leaders role. Qualities of a good leader A leader is a dealer in hope" - Napoleon Bonaparte A leader is a Source of inspiration 1. Vision Good leaders have vision and always thinking beyond today. Whats next? knowing that encourage change, growth and strategic thinking for an organization to remain healthy. Being a good leader requires that the person is able to think, considering the future and giving it equal importance as the present. He should be able to successfully convince his followers and make them understand the need for change, which will ultimately result in the achievement of their common goals. They do not just look at what things are, but at what things could be. 2. Passionate (Loving) Good leaders are not reactive people. They are usually extremely passionate in whatever they're doing. Good leaders are tolerant of ambiguity and remain calm to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head.

A good leader is enthusiastic about their work and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. 3. Wise, competent and Skillful Being good leaders must be wise, knowledgeable and discerning (sharp). Often they need to make crucial decisions. Having the wisdom to make the right decision is extremely important in ensuring the success of the organization. . Good leaders can be depended on their professionalism and follow through. Leaders need to function in an orderly and purposeful manner in situations of uncertainty. Leaders do not need to complete the task but they have to ensure the job is done accordingly. 4. Confident: Believing in their own abilities is an essential trait (Characteristics) of a good leader. Unless and until he has confidence in his abilities he will not be able to lead effectively. A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members. A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive. 5. Integrity Good leaders have to have integrity. They mean what they say, and they say what they mean. They are people who keep their promises and they don't play the two-faced political game that a lot of others do. As such, people find them trustworthy and they give their commitment to these leaders as a result. A leader's character plays a vital role in determining the effectiveness of his leadership. Trustworthiness and honesty are the two important aspects of a leader's character. Even a slight flaw in his character will lead to the followers, not believing in his ways. Therefore, he should follow all the set leadership principles. 6. Communication: Effective communication is a vital leadership trait of a good leader. He should be able to put across what needs to be done and how. At the same time, he should be willing to accept relevant suggestions from his subordinates. He should have the ability to listen, question, analyze and observe effectively. He should believe that actions speak louder than words.

7. Respect: A good leader does not demand or command respect, he earns it. Respect should not be restricted only from the followers to the leader, it needs to be mutual. All team players should be respected and if the leader sets an example for this, the team will follow undoubtedly. This could be a vital characteristic of a strong leader. 8. Attitude: Sporting a positive attitude, even in the worst of situations is a characteristic of a good leader. He should be able to instill the same in his followers, by appropriate motivation and problem solving techniques. The attitude of a leader is an important determinant in the successful overcoming of leadership challenges. 9. Strategic: This is an important aspect of and leadership skills. This includes planning and organizing of team activities, allotment of tasks and responsibilities, effective time management, etc. And most importantly, to make a good leader, it is necessary to be passionate towards the work he does. His team should have zeal towards the achievement of their goals. 10. Disciplined Good leaders are extremely disciplined in their pursuit of their goals. While most people would be easily distracted or discouraged, good leaders discipline their flesh to keep focused and to keep steady despite the circumstances. Traits, Motives and Characteristics of leader Certain personal characteristics and skills contribute to leadership effectiveness in many situations is the universal theory of leadership. Characteristics associated with leadership can be classified into four broad categories: 1. 2. 3. 4. Personality traits Motives Cognitive factors Physical and background factors.

Personal traits can be divided into groups: General personality traits (self confidence) Task related traits ( initiative ) General personality: We define a general personality traits as a trait is observable both with in and outside the context of work. Self confidence: It is important for the leader to be realistically self confident. Self confidence is not only a personality trait; it also refers to the behaviour a person shows in a number of situations. It is of the same kind to being cool under pressure. A person is self confident leader when he or she retains composure (calm) during crisis. Honesty, integrity and credibility: Group members consistently believe that leaders must display honesty, integrity and credibility. Leaders themselves believe that honesty makes a difference in their effectiveness. There must consistency among what leader think, feel and do.

Dominance: A dominant person imposes his or her will on others. As a consequence, a dominant leader is often seen as bossy. Extraversion: Extraversion has been recognized for its contribution to leadership effectiveness because it is helpful for leaders in most situations to be gregarious and outgoing. Assertiveness: Assertiveness refers to being forthright in expressing demands, options, feelings, and attitudes. Assertiveness helps leaders perform many tasks and achieve goals. Emotional stability: Emotional stability refers to the ability to control emotions. Emotional stability is an important leadership trait because group members expect and need consistency in the way they are treated. One study found that executive leaders who are emotionally unstable handle pressure poorly and give inconsistent behaviour. Enthusiasm: (eagerness, keenness, interest) In almost all leadership situations, it is desirable for the leader to be enthusiastic. Group members be inclined to respond positively to enthusiasm because enthusiasm may be perceived (obvious) as a reward for constructive behaviour. Enthusiasm is also a desirable leadership trait because it helps to build good relationship with team members. A leader can express enthusiasm both verbally (great job) and nonverbally. Sense of Humor: (comedy, funniness) the effective use humor is considered an important part of a leaders role. Humor serves such functions in the workplace as relieving tension and boredom (monotony) and defusing (resolve) hostility (unfriendliness). Because humor helps the leader dissolve tension and defuse conflict, it helps her or him exert (exercise) power over the group. Warmth: (Warmness) Warmth contributes to leadership effectiveness in several ways. Warmth facilitates the establishment of rapport (relationship, understanding) with group members. The projection of warmth is a key component of charisma (charm, personality & appeal) It provides emotional (exiting) support to group members High tolerance for frustration: High tolerance for frustration or the ability to cope with situation helps of goal attainment. This trait is important because a leader encounters (manage & handle) a great many frustration. Self- awareness and self objectivity: Effective leaders are aware of their strengths and limitations. This awareness enables them to capitalize (take advantage) upon their strengths and develop their weaknesses. Task related personality traits Initiative: Initiative refers to taking action without support and stimulation (inspiration & motivation) from others. Initiative is also related to problem finding. It also refers to proactive side of leadership. Rather than just reacting to events, effective leaders make choices and take action that leads to change.

Sensitivity (compassion, understanding) to others and empathy (sympathy): In an effort to influence others, it is instrumental for the leader to understand group member, their interests and attitudes, and how to reach them. Lack of sensitivity to others is to risk becoming a failed leader. Flexibility and adaptability: A leader is someone who facilitates change. It therefore follows that a leader must be flexible and adaptable enough to cope with change. Corporate leader must be able to adapt to changes such as when: Sophisticated technological advances have made it possible to speed up customers production. New services are constantly being offered and developed to attract and retain Customers demand the latest products in the latest amount of time Flexibility, or the ability to adjust to different situations, has long been recognized as an important leadership characteristic. Leaders who are flexible are able to adjust to the demands of different situations Internal Locus of control: An internal locus of control is closely related to self confidence. A strong internal locus facilitates self confidence because the person perceives that he or she can control circumstances enough to perform well. Courage: Leaders need courage to face the challenges of taking prudent risks and taking initiative in general. They must also face up to responsibility, and be willing to put their reputations on the line. It takes courages for the leader to suggest a new undertaking if the undertaking fails; the leader is often seen as having failed. Resiliency: (the ability to become strong, happy, or successful again after difficult situation or event) An important observation about effective leaders, as well as manager in general, that they are resilient, they bounce back quickly from setbacks such as budget cuts, demotions and being fired. An intensive study of executive leaders revealed that they do not even think about failure; in fact, they do not use the word. Instead, they rely on synonyms such as mistake. In practice this means that the leader sets an example for team members by not crumbling when something goes wrong. Instated the leader tries to conduct business as usual. Leadership motives Effective leaders, as opposed to non leaders as well as less effective leaders have frequently been ditingushed by their motives and needs. In general, leaders have been intense desire to occupy a position of responsibility for others and to control them. The following motives can be considered task related. Power motive: Effective leaders have a strong need to control resources. Leaders with high power motives have three dominant characteristics: They act with determination to exert their power. They spend much time in thinking about ways to alter the behaviour and thinking of others. They care about their personal standing with those around them

The power motive is important because it means that the leader is interested in influencing other. Without power, it is much more difficult to influence others. Personalized power motive: Leaders with a personalized power motive seek power mostly to further their own interests. Socialized power motives: Leaders with a socialized power motive use power primarily to achieve organizational goals or a vision. In this context, the term socialized means that the leader use power primarily to help others. As a result, he or she is likely to provide more effective leadership. As such leaders are more willing to accept expert advice. Drive and achievement motive: Leaders are known for the strong effort they invest in achieving work goals. The importance of strong motivation for leadership is well accepted. A person with a strong achievement motivation has a consistent desire to: Achieve through ones efforts and take responsibility fro success or failure. Take moderate risks that can be handled through ones own efforts; Receive feedback on level of performance; Introduce novel, innovative or creative solutions Plan and set goals Strong work Ethic: Effective leaders typically have a strong work ethic, a firm belief in the dignity of work. People with a strong work ethic are well motivated because they value hard work. It helps the organizational leader believe that the group task is worthwhile.

Traits : particular quality in your personality Particular quality in some one character Personality/ character traits a mental / a mental illness associated with particular personality Character:

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