“Think like a man of action, and act like a man of thought.

”
- Henri L. Bergson
“I am only one, but still I am one. I cannot do everything, but still I can do something. And
because I cannot do everything I will not refuse to do the something that I can do.”
- Helen Keller
“Half of the troubles of this life can be traced to saying yes too quickly and not saying no soon
enough.”
- Josh Billings
“Even if you’re on the right track, you’ll get run over if you just sit there”
- Will Rogers
“Man often becomes what he believes himself to be. If I keep on saying to myself that I cannot
do a certain thing, it is possible that I may end by really becoming incapable of doing it. On the
contrary, if I have the belief that I can do it, I shall surely acquire the capacity to do it even if I
may not have it at the beginning.”
- Mahatma Gandhi
“You can never cross the ocean unless you have the courage to lose sight of the shore.”
- Christopher Columbus
“To a brave man, good and bad luck are like his left and right hand. He uses both.”
- St Catherine of Siena
“When one door of happiness closes, another opens, but often we took so long at the closed door
that we do not see the one that has been opened up for us”
- Helen Keller
“We don’t see the things the way they are. We see things the way WE are.”
- Talmund
“Every problem has in it the seeds of its own solution. If you don’t have any problems, you don’t
get any seeds.”
- Norman Vincent Peale
“If you change the way you look at things, the things you look at change.”
- Dr Wayne Dyer
“The problem is not that there are problems. The problem is expecting otherwise and thinking
that having problems is a problem.”
- Theodore Rubin
“Pessimist : A person who says that O is the last letter of ZERO, instead of the first letter in word
OPPORTUNITY.”
- Anonymous
“Opportunity is missed by most people because it is dressed in overalls and looks like work.”
- Thomas A Edison
“Blessed are those who can give without remembering and take without forgetting”
- Elizabeth Bibesco
“Yesterday is history, tomorrow is a mystery. And today? Today is a gift. That’s why we call it
the present.”
- B. Olatunji
 “When you get to the end of the rope, tie a knot and hang on.”
- Franklin D Roosevelt
“Your attitude, not your aptitude, determines your altitude.”
- Zig Ziglar
“If you’re going through hell, keep going.”
- Winston Churchill
“The secret to success is to start from scratch and keep on scratching.”
- Dennis Green
“Champions aren’t made in gyms. Champions are made from something they have deep inside
them a desire, a dream, a vision. They have to have the skill and the will. But the will must be
stronger than the skill.”
- Muhammad Ali
“Most of the important things in the world have been accompanied by people who have kept on
trying when there seemed to be no hope at all.”
- Dale Carnegie
“So many of our dreams at first seems impossible, then they seem improbable, and then, when
we summon the will, they soon become inevitable.”
- Christopher Reeve
“Hard work spotlights the character of people. Some turn up their sleeves. Some turn up their
noses, and some don’t turn up at all.”
- Sam Ewing
“There are those who work all day. Those who dream all day. And those who spend an hour
dreaming before setting to work to fulfill those dreams. Go into the third category because
there’s virtually no competition.”
- Steven J Ross
“Our greatest glory is not in never falling, but in rising every time we fall.”
- Confucious
“Many of life’s failures are people who had not realized how close they were to success when
they gave up.”
- Thomas A Edison
“The main thing is to keep the main thing the main thing.”
- Stephen Covey
“Efficiency is doing things right. Effectiveness is doing the right things.”
- Peter Drucker
“Do you know what happens when you give a procrastinator a good idea? Nothing!”
- Donald Gardner
“Success is what you attract by the person you become.”
- Jim Rohn
“You have to ‘Be’ before you can ‘Do’ and ‘Do’ before you can ‘Have’.
- Zig Ziglar
“You can have everything in life that you want if you will just help enough other people to get
what they want.”
- Zig Ziglar
“The test we must set for ourselves is not to march alone but to march in such a way that others
wish to join us.”
- Hubert Humphrey
“Lots of people want to ride with you in the limo, but what you want is someone who will take
the bus when the limo breaks down.”
- Oprah Winfrey
“Formal education will make you a living. Self education will make you a fortune.”
- Jim Rohn
“It isn’t what the book costs. It’s what it will cost you if you don’t read it.”
- Jim Rohn
“You must be the change you want to see in the world.”
- Mahatma Gandhi
“The future has several names. For the weak, it is the impossible. For the fainthearted, it is the
unknown. For the thoughtful and valiant, it is the ideal.”
- Victor Hugo
“There is nothing more genuine than breaking away from the chorus to learn the sound of your
own voice.”
- Po Bronson
“Do not go where the path may lead, go instead where there is no path and leave a trail.”
- Waldo Emerson
“Use what talents you possess, the woods will be very silent if no birds sang there except those
that sang best.”
- Henry van Dyke
“Do not fear to be eccentric in opinion, for every opinion now accepted was once eccentric.”
- Bertrand Russell
“History will be kind to me, for I intend to write it.”
- Winston Churchill
“Life isn’t about finding yourself. Life’s about creating yourself.”
- George Bernard Shaw
“Live your life each day as you would climb a mountain. An occasional glance towards the
summit keeps the goal in mind, but many beautiful scenes are to be observed from each new
vintage point.”
- Harold B Melchart
“The tragedy of life doesn’t lie in not reaching your goal. The tragedy lies in having no goals to
reach.”
- Benjamin Mays
“More often in life, we end up regretting the chances in life that we had, but didn’t take them,
than those chances that we took and wished we hadn’t.”
- Anonymous
 “An excuse is worse and more terrible than a lie, for an excuse is a lie guarded.”
- Pope John Paul I
“Don’t wish it were easier, wish you were better. Don’t wish for fewer problems, wish for more
skills. Don’t wish for less challenges, wish for more wisdom.”
- Earl Shoaf

The word leadership can refer to:

1. Those entities that perform one or more acts of leading.
2. The ability to affect human behavior so as to accomplish a mission.
3. Influencing a group of people to move towards its goal setting or goal achievement.
(Stogdill 1950: 3)
A leader is simply someone who has followers.

[edit] Categories and types of leadership

Leadership has a formal aspect (as in most political or business leadership) or an informal one
(as in most friendships). Speaking of "leadership" (the abstract term) rather than of "leading" (the
action) usually it implies that the entities doing the leading have some "leadership skills" or
competencies.
[edit] Types of leadership styles
The bureaucratic leader (Weber, 1905)[1] is very structured and follows the procedures as they
have been established. This type of leadership has no space to explore new ways to solve
problems and is usually slow paced to ensure adherence to the ladders stated by the company.
Leaders ensure that all the steps have been followed prior to sending it to the next level of
authority. Universities, hospitals, banks and government usually require this type of leader in
their organizations to ensure quality, increase security and decrease corruption. Leaders that try
to speed up the process will experience frustration and anxiety.
The charismatic leader (Weber, 1905)[1] leads by infusing energy and eagerness into their team
members. This type of leader has to be committed to the organization for the long run. If the
success of the division or project is attributed to the leader and not the team, charismatic leaders
may become a risk for the company by deciding to resign for advanced opportunities. It takes the
company time and hard work to gain the employees' confidence back with other type of
leadership after they have committed themselves to the magnetism of a charismatic leader.
The autocratic leader (Lewin, Lippitt, & White, 1939)[2] is given the power to make decisions
alone, having total authority. This leadership style is good for employees that need close
supervision to perform certain tasks. Creative employees and team players resent this type of
leadership, since they are unable to enhance processes or decision making, resulting in job
dissatisfaction.
The democratic leader (Lewin, Lippitt, & White, 1939)[2] listens to the team's ideas and
studies them, but will make the final decision. Team players contribute to the final decision thus
increasing employee satisfaction and ownership, feeling their input was considered when the
final decision was taken. When changes arises, this type of leadership helps the team assimilate
the changes better and more rapidly than other styles, knowing they were consulted and
contributed to the decision making process, minimizing resistance and intolerance. A
shortcoming of this leadership style is that it has difficulty when decisions are needed in a short
period of time or at the moment.
The laissez-faire ("let do") leader (Lewin, Lippitt, & White, 1939)[2] gives no continuous
feedback or supervision because the employees are highly experienced and need little
supervision to obtain the expected outcome. On the other hand, this type of style is also
associated with leaders that don’t lead at all, failing in supervising team members, resulting in
lack of control and higher costs, bad service or failure to meet deadlines.
The people-oriented leader (Fiedler, 1967)[3] is the one that, in order to comply with
effectiveness and efficiency, supports, trains and develops his personnel, increasing job
satisfaction and genuine interest to do a good job.
The task-oriented leader (Fiedler, 1967)[3] focus on the job, and concentrate on the specific
tasks assigned to each employee to reach goal accomplishment. This leadership style suffers the
same motivation issues as autocratic leadership, showing no involvement in the teams needs. It
requires close supervision and control to achieve expected results. Another name for this is deal
maker (Rowley & Roevens, 1999)[4] and is linked to a first phase in managing Change,
enhance, according to the Organize with Chaos approach.
The servant leader (Greenleaf, 1977)[5] facilitates goal accomplishment by giving its team
members what they need in order to be productive. This leader is an instrument employees use to
reach the goal rather than an commanding voice that moves to change. This leadership style, in a
manner similar to democratic leadership, tends to achieve the results in a slower time frame than
other styles, although employee engagement is higher.
The transaction leader (Burns, 1978)[6] is given power to perform certain tasks and reward or
punish for the team’s performance. It gives the opportunity to the manager to lead the group and
the group agrees to follow his lead to accomplish a predetermined goal in exchange for
something else. Power is given to the leader to evaluate, correct and train subordinates when
productivity is not up to the desired level and reward effectiveness when expected outcome is
reached.
The transformation leader (Burns, 1978)[6] motivates its team to be effective and efficient.
Communication is the base for goal achievement focusing the group in the final desired outcome
or goal attainment. This leader is highly visible and uses chain of command to get the job done.
Transformational leaders focus on the big picture, needing to be surrounded by people who take
care of the details. The leader is always looking for ideas that move the organization to reach the
company’s vision.
The environment leader ( Carmazzi, 2005)[7] is the one who nurtures group or organisational
environment to affect the emotional and psychological perception of an individual’s place in that
group or organisation. An understanding and application of group psychology and dynamics is
essential for this style to be effective. The leader uses organisational culture to inspire individuals
and develop leaders at all levels. This leadership style relies on creating an education matrix
where groups interactively learn the fundamental psychology of group dynamics and culture
from each other. The leader uses this psychology, and compl
Motivation is the reason or reasons for engaging in a particular behavior, especially human
behavior as studied in economics, psychology and neuropsychology. These reasons may include
basic needs such as food or a desired object, hobbies, goal, state of being, or ideal. The
motivation for a behavior may also be attributed to less-apparent reasons such as altruism or
morality. According to Geen,[1] motivation refers to the initiation, direction, intensity and
persistence of human behavior.

Contents
[hide]
• 1 Motivational concepts
○ 1.1 Reward and reinforcement
○ 1.2 Intrinsic and extrinsic motivation
○ 1.3 Self-control
• 2 Motivational Theories
○ 2.1 Drive Reduction Theories
 2.1.1 Cognitive dissonance theory
○ 2.2 Affective-Arousal Theories
 2.2.1 Need Achievement Theory
 2.2.2 Interests Theory
○ 2.3 Need Theories
 2.3.1 Need Hierarchy Theory
 2.3.2 Herzberg’s two-factor theory
 2.3.3 Alderfer’s ERG theory
 2.3.4 Self-determination theory
 2.3.5 Broad Theories
○ 2.4 Cognitive theories
 2.4.1 Goal-setting theory
○ 2.5 Unconscious motivation
• 3 Controlling motivation
○ 3.1 Early programming
○ 3.2 Organization
○ 3.3 Drugs
• 4 Applications
○ 4.1 Education
○ 4.2 Business
 • 5 See also
• 6 References
• 7 External links

[edit] Motivational concepts

[edit] Reward and reinforcement
A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior)
with the intent to cause the behavior to occur again. This is done by associating positive meaning
to the behavior. Studies show that if the person receives the reward immediately, the effect would
be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause
the action to become habit.
Rewards can also be organized as extrinsic or intrinsic. Extrinsic rewards are external to the
person; for example, praise or money. Intrinsic rewards are internal to the person; for example,
satisfaction or a feeling of accomplishment.
Some authors distinguish between two forms of intrinsic motivation: one based on enjoyment,
the other on obligation. In this context, obligation refers to motivation based on what an
individual thinks ought to be done. For instance, a feeling of responsibility for a mission may
lead to helping others beyond what is easily observable, rewarded, or fun.
A reinforcer is different from reward, in that reinforcement is intended to create a measured
increase in the rate of a desirable behavior following the addition of something to the
environment.
[edit] Intrinsic and extrinsic motivation
Intrinsic motivation is when people engage in an activity, such as a hobby, without obvious
external incentives.
Intrinsic motivation has been studied by educational psychologists since the 1970s, and
numerous studies have found it to be associated with high educational achievement and
enjoyment by students. There is currently no universal theory to explain the origin or elements of
intrinsic motivation, and most explanations combine elements of Fritz Heider's attribution
theory, Bandura's work on self-efficacy and other studies relating to locus of control and goal
orientation. Though it is thought that students are more likely to be intrinsically motivated if
they:
• Attribute their educational results to internal factors that they can control (e.g. the amount
of effort they put in),
• Believe they can be effective agents in reaching desired goals (i.e. the results are not
determined by luck),
• Are interested in mastering a topic, rather than just rote-learning to achieve good grades.
Note that the idea of reward for achievement is absent from this model of intrinsic motivation,
since rewards are an extrinsic factor.
In knowledge-sharing communities and organizations, people often cite altruistic reasons for
their participation, including contributing to a common good, a moral obligation to the group,
mentorship or 'giving back'. In work environments, money may provide a more powerful
extrinsic factor than the intrinsic motivation provided by an enjoyable workplace.
The most obvious form of motivation is coercion, where the avoidance of pain or other negative
consequences has an immediate effect. Extreme use of coercion is considered slavery. While
coercion is considered morally reprehensible in many philosophies, it is widely practiced on
prisoners, students in mandatory schooling, within the nuclear family unit (on children), and in
the form of conscription. Critics of modern capitalism charge that without social safety networks,
wage slavery is inevitable[citation needed]. However, many capitalists such as Ayn Rand have
been very vocal against coercion[citation needed]. Successful coercion sometimes can take
priority over other types of motivation. Self-coercion is rarely substantially negative (typically
only negative in the sense that it avoids a positive, such as forgoing an expensive dinner or a
period of relaxation), however it is interesting in that it illustrates how lower levels of motivation
may be sometimes tweaked to satisfy higher ones.
In terms of GCSE PE, intrinsic motivation is the motivation that comes from inside the
performer. E.g. they compete for the love of the sport. Extrinsic motivation comes from outside
of the performer. E.g. The crowd cheer the performer on, this motivates them to do well, or to
beat a PB (Personal Best). Another example is trophies or a reward. It makes the performer want
to win and beat the other competitors, thereby motivating the performer.
[edit] Self-control
The self-control of motivation is increasingly understood as a subset of emotional intelligence; a
person may be highly intelligent according to a more conservative definition (as measured by
many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks. Yale
School of Management professor Victor Vroom's "expectancy theory" provides an account of
when people will decide whether to exert self control to pursue a particular goal.
Drives and desires can be described as a deficiency or need that activates behaviour that is
aimed at a goal or an incentive. These are thought to originate within the individual and may not
require external stimuli to encourage the behaviour. Basic drives could be sparked by
deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives
might be the desire for praise and approval, which motivates a person to behave in a manner
pleasing to others.
By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training
animals by giving them treats when they perform a trick correctly. The treat motivates the
animals to perform the trick consistently, even later when the treat is removed from the process.
ementary language, to influence direction through the members of the inspired group to do what
is required for the benefit of all.