Lecture Art of Leadership and Motivation - Lecture 19

Art of Leadership & Motivation
HRM – 760
Lecture ­ 19

FACILITATOR
Prof. Dr. Mohammad Majid Mahmood


Leadership Behavior, Motivation, &
Leadership Theories

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Leader Behaviors

Leader behavior vary depending on
subordinates and situations.

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Leader Behaviors
• Directive leadership.
– Task-oriented, expectations, techniques,
timeline, standards of performance.

• Supportive leadership.
– Friendliness, approachability, understanding,
needs-oriented, equality, respect.
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Leader Behaviors
• Participative leadership.
– Sharing, consultation, advice-seeking,
integration.

• Achievement-oriented leadership.
– Challenging, high standard of excellence,
confidence in subordinates’ abilities.
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Self Motivation
• Do it now
• Break up the task into small steps
• Don’t wait for mood
• Start action
• Solutions will follow if you try
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Making Your Vision Reality
What will you need to do to achieve your 510 year`s vision?
 What’s a must?
 What’s useful?
 What’s good, but not vital
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What Makes YOU Unique?

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The 21st Century Success
Factors

Get Noticed
Be Remembered
Make a Name for Yourself

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What makes you
stand out?
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•
•
•
•

What do you love doing?
What comes easy?
What is important to you?
What do others appreciate about you?
What are your greatest strengths?

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Intrinsic vs. Extrinsic Rewards
Extrinsic = Outside
Recognition
Promotions

Gifts

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Intrinsic = Inside

Feeling of Job 
Well Done
Pride

Sense of 
Achievement

Praise
Salary 
Increase
Status


Leadership Theories
Trait
Behavioral
Contingency

Transformational

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Trait Theory
Initial leadership research (1920-30’s)
Focused on “what” an effective leader is,
not on “how” to effectively lead.
Assumes that certain physical, social
and personal traits are inherent in
leaders.

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Trait Theories
Early trait theories identified:
Physical characteristics (height,
appearance)
Personality characteristics (extrovert)
Skills and abilities (intelligence)
Social factors (interpersonal skills)

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Trait Theory - Limitations
No consistent application of traits and
leadership effectiveness

Tries to relate physical characteristics to
effective leadership
Leadership is too complex to explain
with such a simple model

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Behavioral Theories

The behavior approach focuses on the
behaviors that effective leaders engage
in.

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Behavioral Theories
People could be trained to be leaders.
Developed training programs to
influence leadership behavior.
Assumed that the best styles of
leadership could be learned.

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Contingency Theories
 Successful leaders are able to identify
clues in an environment and adapt their

leadership style to the situation.
 Environment influences the type of
leadership needed.
 Examples:
1) Fiedler’s Contingency Model
2) Path-Goal Theory
3) Vroom-Yetton Model
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Fiedler’s Contingency Theory
The theory that leader effectiveness is determined by both
the personal characteristics of leaders and by the situation
in which leaders find themselves.
Sheds light on FOLLOWING important issues:
Why, in a particular situation, some leaders will be effective
and other leaders with equally good credentials will be
ineffective.
Why a particular leader may be effective in one situation but
not in another.
There is no best way for leaders to lead.

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Path-Goal Theory of
Leadership
Path-Goal Theory of Leadership
formulated by Robert House
proposes that the leader can

affect the performance,
satisfaction, and motivation of a
group in different ways:
Offering rewards for
achieving performance
goals
Clarifying paths towards
these goals
Removing obstacles to
performance
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Path-Goal Theory of Leadership
Leader’s job is viewed as coaching or guiding
workers to choose the best paths for reaching
goals:
 Achievement-oriented leadership – leader set
challenging goals and encourages followers to
achieve (appropriate to use when followers suffers
from lack of job challenge).
 Directive leadership – leader let followers know
what is expected and tells them how to perform
their task (appropriate to use when followers have
ambiguous jobs)
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Path-Goal Theory of
Leadership

 Participative leadership – leaders consult with
followers and ask for suggestions before making
a decision (appropriate to use when follower is
using improper procedures or making poor
decisions).
 Supportive leadership – leader is friendly,
approachable and shows concern for followers’
psychological well being (appropriate when the
follower lacks confidence).
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Vroom and Yetton Model
A model that describes the different styles
in which leaders can make decisions.
Decision­Making Styles:
 Autocratic (A) ­ The leader makes the decision without 
input from subordinates.
 Consultative (C) ­ Subordinates have some input, but the 
leader makes the decision.
 Group (G) ­ The group makes the decision; the leader is 
just another group member.
 Delegated (D) ­ The leader gives exclusive responsibility 
to subordinates.
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Leadership Models

Charismatic Leadership

Situational Leadership
Transformational Leadership

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Weber’s Charismatic
Leadership
• Influence based on
follower perceptions
that the leader is
endowed with the
gift of divine
inspiration or
supernatural
qualities.

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