Motivation and Leadership Critical Analysis - Coursework Example

Mоtivаtiоn and Lеаdеrshiр Сritiсаl Аnаlysis Work Adjustment Case Study Name: Course Professor’s name University name City, State Date of submission Table of content Definition of Terms………………………………………………………………..1 Introduction………………………………………………………………………..2 Literature Review…………………………………………………………………5 Conclusion…………………………………………………………………………8 References………………………………………………………………………...11 Definition of terms Effort: a tremendous attempt to do something making it work by all means. Persistence: prolonged existence of something that can make somebody motivated without giving up. Direction: managerial guidance towards achieving some goals. Goals: the ambition of somebody, an effort that allows success (Tracy, 2013). 1.0 Introduction Two major influences that affect how individuals and workers perform in the working environment include the type of leadership that the company have or the leadership that exists and the personal level of motivation within the organization (House & Mitchell, 2011). Some theories tries to explain why workers perform within the company, how they perform the existing work, and why some workers/individuals display some behavioral changes that later make them appear on leadership positions. Though the nature of all this is not scientific the individuals try as much as they can to be themselves within the organization as they an. But some situation don’t allow them to be that way since their attitude maybe can be categorized as that of intense leadership that undermines its works (dictatorship) (House & Mitchell, 2011). Personal issues comes in that must be considered, the basic issue here being that all individuals within the organizations is like any other worker within the organization, some are like other individuals, some are like no other person and so forth (House & Mitchell, 2011) . Each individual is similar to each other individual in that we have a requirement for nourishment, water, cover, and so forth. Most are similar to some other individuals in that we have comparable identity qualities which make us be more overwhelming and forceful, while others may be more aloof and compliant. At last, we are one of a kind in that no other individual has the same hereditary make-up, past encounters, or perspective of the world. It is these distinctions that recommend an examination of administration and inspiration can bring about general decisions about conduct and performance (House & Mitchell, 2011). Human conduct is to the extent that impression of the contrasts between people as it is an impression of their similitudes. These individual contrasts are created by various impacts and attributes. Case in point, identity characteristics concentrate on individual contrasts that make every individual a novel person. The organic make-up focuses on how we work as an aftereffect of our advancement and human legacy. An individual’s conduct is generally affected by the arrangement of prizes and disciplines that are available in nature's domain. Our cognitive methodology concentrates on how our reasoning and memory influences our conduct (House & Mitchell, 2011). The way people are at this point with quick impacts, and the capacity to express a freedom of thought, may display the best impact of all (Funder, 2007). Any speculations about administration and inspiration might be negated since these hypotheses have numerous exemptions. It is vital that these speculations are viewed as general explanations that have been affirmed through observational studies and are appropriate just to the degree that they reflect and are impacted by individual conduct (Funder, 2007). Frameworks some time ago made up of principles, regulations, and methods are, no doubt supplanted by prerequisites for adaptability and client administration bringing about individual activity, strengthening, what more noteworthy levels of individual choice making. To attain this, it is vital to better comprehend human conduct and a percentage of the things that affect our activities and responses (Funder, 2007). 2.0 Literature review. 2.1 Motivation. Motivation can be defined as “the extent to which persistent effort is directed toward a goal” (Johns, 2006). Many theories have been describe do define this situation allowing it to make organizations achieve some goals. One of the most important theories that exist within the organization that has allows its success includes: 2.1.1 Maslow’s hierarchy of needs. Abraham Maslow developed an important theory that states that human beings need a set of hierarchy that is arranged in order. The theory simply states that we as human needs basic needs so that we can perform any progress within our surroundings. The needs include the following: 1. Physiological needs: food, shelter, clothing’s and money. The named necessities allow anyone to be complete in order for them to be what they are at any given time. The personal comforts within the company provided to workers allow the workers to be motivated to work. 2. Safety needs: security stability and a well structured surrounding that favors work to be done well. Insurance is an example safety need that any organization can issue to its workers to perform well. When it comes to the personal environment this allows the workers to have some peace of mind so that they can be motivated to work. 3. Relationship needs: socialization, love, friendship and companionship within the organization. No person can live within the organization without interaction; the interaction itself allows the persons to simply fulfill their needs. The organization that allows this in form of singles club, service clubs, and seniors clubs can build a strong foundation that will see most of the workers perform a lot. 4. Self actualization: we all different reasons why we do things that are able to make us happy at all cost. Opportunities and new ideas within any organization should always be allowed, this promote its workers to always think far ahead of the company thus offering new ideas and making all workers happy. 5. Esteem needs: appreciation, competence, confidence and independence. The values portray the outside environment to be happy with the management so that they can attract new clients at all cost. The management appreciating workers at some points motivates them to work hard thus conducive competition within the organization will be seen (Lester, 2013). This theory relies that the internal environment allows the outside environment to be happy with the management. It the management cannot allows its workers to be happy them if the organization is dealing with clients most of them will leave the company as services offered will be poor thus not satisfying. In order to enhance organizational performance, it is important that the organization recognize the individual need and provide opportunities for satisfaction (Johns, 2006). 2.1.3 Alderfer’s ERG theory Clayton Alderfer developed another needs-based theory that supports in many ways; the theory developed by Maslow, but consists of three rather than five basic needs. Alderfer also sees his three levels which includes existence, relatedness, and growth (ERG) needs as being hierarchical, and thus, influenced by personal growth and extrinsic and intrinsic rewards (Maslow, 2000). The theory includes the following: 1. Existence needs: they are needs that support material needs and conditions. They rely mostly on Maslow theory in that they include the following, shelter, pay, food and safe working environment. 2. Growth needs: personal fulfillment and strong personality rely on his factor for the worker to be motivated at any given time within the organization. Skills, creativity and abilities that workers portray within the organization allow the management to be happy with them thus motivating them. 3. Relatedness needs: communication, interaction and exchange of ideas satisfy this need so that the organization can work effectively. The communication fulfills the organizational needs thus motivating its workers through intrinsic and extrinsic rewards (Arnolds & Boshoff, 2002). Both theories are likewise comparable on the grounds that they are various leveled, and people will focus on the accomplishment of the most reduced level of need that is not completely fulfilled. Maslow fights that the most reduced level of need must be fulfilled before an individual can continue to the following larger amount (Maslow, 2000). Alderfer conjectures that if a more elevated amount need is unsatisfied, the individual will relapse to a yearning to fulfill lower-level needs. Maslow accepts that once a need is reached, it is no more motivational. Alderfer speculates that while an individual may have met a more elevated amount require in one's close to home life, case in point, they may at present be working much lower on the scale where aptitudes, fitness, and information may influence execution and certainty (Maslow, 2000). 2.1.4 McClelland’s theory of needs. Psychologist David McClelland was developed in a relatively stable personality in early life stating that once it is acquired it remains like that for a long time without changing anything. The theory does not motivate hierarchical. The growth issue is not well covered but it well explains the theory of behavioral needs (McClelland, 2005). The three main areas covered in this theory are as follows: 1. Need for achievement: the individuals covered here have strong desire to perform challenging tasks. Personal responsibilities are well covered here in order to have successful outcomes for the organization. 2. Need for affiliation: the need to establish and maintain friendly status is well covered here. For them to perform well they must have a string foundation to meet their needs. 3. Need for power: strong feeling over others is well covered here allowing some people to have suppressed over others. The power is well needed in many ways so that they can attention and build personal prestige (Harrell & Stahl, 2004). Since this theory is not hierarchal leveled, the development design in the middle of natural and extraneous prizes that are a significant piece of the prior hypotheses, don't seem to contain the same essentialness. The author battles that individuals will be roused to search out and perform well in occupations that match their needs. These needs may incorporate two of the three classes distinguished above and are not dependent upon any movement starting with one classification then onto the next (McClelland, 2005). The testing of these three speculations has brought about a few conclusions that help us recognize the qualities and impediments of each one methodology. While Maslow's hypothesis is entangled and contains a bigger number of steps than the others, there is distinguishment of the movement from one level to the next (McClelland, 2005). Alderfer's three levels appear to be easier, less inflexible, and consequently, may be more acceptable to the individuals who wish to comprehend and apply a model to individual conduct. After effects of McClelland’s exploration has been connected in hierarchical settings and have been strong of the thought that specific needs are motivational (McClelland, 2005). All hypotheses help a superior understanding of human conduct by and large, yet particular application of hypothesis relies on upon components that react to individual needs (McClelland, 2005). 3.0 Leadership. In numerous rings, there is consistent level headed discussion about whether pioneers are conceived or created. In the event that we ponder our prior talk about inspiration, we will see that people are extremely confounded furthermore are made up of various attributes. McClelland (2005) similarly as with inspiration, these impacts are both inherited and obtained from our surroundings and impacts, and subsequently, leadership hypotheses will proceed to be discussed later on (McClelland, 2005). Leadership may be characterized as: the impact that specific people (pioneers) push upon the objective accomplishment of others (subordinates) in an authoritative setting. A prior unit ready for Administration addresses in a constrained manner, the effects of pioneers on execution. We expressed that pioneers have a capacity to perceive how diverse parts of a circumstance fit together and impact each other (Rost & Burns, 2001). They search out collusions, open doors, and methodology objectives in a proactive manner. They have a positive impact on others, which draws in backing from the individuals who have comparative requirements for achievement. Their fearlessness makes a faith in other individuals' capacities, along these lines; stress is put on strengthening and opportunity (McClelland, 2005). The theories under leaderships are as follows: 3.1 House’s Path- Goal Theory According to this theory the leaders in any organization is to create a path that will see various goals are achieved without any excuse (Kippenberger, 2002). The subordinates goals and organizational goals should be well seen and executed to achieve them. It entails the directive behavior, supportive behaviors, participative behaviors and achievement behaviors. All these are offered with the management to its workers to oversee how the goals run effectively. Leadership qualities are well taken care of thus seeing that clarification is well passed so that work can be well operated (MacDonald & Luque, 2013). 3.2 Vroom’s and Jago’s Leadership Styles The three types of leadership that can take any organizations to greater heights include the following: autocratic (problem solver), group (problem sharing as a group), consultative (with the subordinates thus solving them) (Alderfer, 2005). Leadership qualities that any leader should posses in order to lead its crew are as follows according to the above theory: Energy, Self-confidence, Dominance, and Motivation Successful leaders know what they want, have a clear path to achieving it, and are “driven” by intrinsic rewards (Jermier, 2006). Whether it’s Maslow’s need for self-actualization, Alderfer’s growth needs, or McClelland’s need for power, leaders are driven by a need for success and achievement (Alderfer, 2005). Honesty and Integrity, Charisma Charismatic leaders possess the personal qualities that give them the potential to have extraordinary influence over others. Assertiveness Leaders express their feelings honestly and directly in appropriate, spontaneous, and non-manipulative ways. Assertiveness communicates respect for others while acting in one’s own best interest (Alderfer, 2005). 4.0 Conclusion A solitary hypothesis of motivation in segregation may give some understanding of human conduct; anyhow by joining together these hypotheses, one may see designs that support in understanding why some individuals partake as they do. Case in point, the works of Maslow and Alderfer to some degree may give understanding of why some individuals partake at larger amounts than others and recognize a portion of the compensates that may help this level of interest to proceed. Our perceptions of pioneers when consolidated with the leadership styles talked about in this unit will help us understand why a few pioneers perform effectively, why some experience challenges and still others battle with low levels of help while showing high specialized capacities. Understanding leadership and motivation opens our psyches to new perspectives of how individuals act and why, aides understand some general standards of human conduct and permits us to utilize these hypotheses as an aide for our investment, dissection and understanding of gathering conduct. This understanding can serve us best in selecting people who show some of these qualities to fill particular parts in our associations and groups. References Alderfer, C. P. (2005). “Existence, Relatedness and Growth: Human Needs in Organizational Settings”. Arnolds, C, & Boshoff, (2002). 'Compensation, esteem valence and job performance: an empirical assessment of Alderfer's ERG theory', International Journal of Human Resource Management, 13, 4, pp. 697-719. Business. Autumn, Vroom, V. H. & Jago, A. G. (2004). “The New Leadership: Managing Participation in Organizations”. Funder, D. (2007). The Personality Puzzle. W.W. Norton & Company. New York. Harrell, A, & Stahl, M. (2004). 'Mcclelland's Trichotomy of Needs Theory and the Job Satisfaction and Work Performance of CPA Firm Professionals', Accounting, Organizations & Society, 9, 3/4, pp. 241-252. House, R. J. & Mitchell, T. R. (2011). “Path-Goal Theory of Leadership”. Journal of Contemporary Studies, 4(23), pp. 123-156. Jermier, J. M. (2006). 'The path-goal theory of leadership: A subtextual analysis', Leadership Quarterly, 2006. Johns, G. (2006). Concordia University. “Theories of Work Motivation” “Leadership” Organizational Behavior: Understanding and Managing Life at Work. Harper Collins College Kippenberger, T. (2002). Leadership styles. Oxford, U.K., Capstone Pub.  Lester, D. (2013). 'Measuring Maslow's Hierarchy of Needs', Psychological Reports, 113, 1, pp. 15-17. MacDonald, H, & Luque, M (2013). Path-Goal Theory of Leadership, n.p.: Sage Publications, Gale. Maslow, A. (2000). Motivation and Personality. Harper & Row. New York. Rost, J, & Burns, J. (2001). Leadership for the Twenty-First Century, New York: Praeger The Free Press, New York, McClelland, D. (2005). Human Motivation. Glenview, IL. Scott, Foreman. Tracy, B. (2013). Motivation. New York, American Management Association.  Read More