Understanding Directing, Motivation Theories, and Leadership Styles, Study Guides, Projects, Research of Life Sciences

Download Understanding Directing, Motivation Theories, and Leadership Styles and more Study Guides, Projects, Research Life Sciences in PDF only on Docsity! DIVISION OF MARIKINA CITY MARIKINA HIGH SCHOOL ORGANIZATION AND MANAGEMENT INFORMATION SHEET CHAPTER 6 –LEADING/DIRECTING DIRECTING • Is the process by which a manager communicates with and influences other members of the Organization in the pursuit of Company objectives to achieve the desirable ends. • It is the human aspect of managing trough which subordinates are motivated, persuaded , and led to continue efficiently and effectively their efforts toward realizing the vision and mission for which the organization has been established. MOTIVATION • Motivation is the interaction of a person’s internalized needs and external influences (equity , expectancy , and previous conditioning ) which determines behavior designed to achieve goal. • One of the continual challenges of management is the motivation of employees. • As Manager’s analyze their work places , they can always see some people who out perform others of equal skills. • Hard workers are described by their bosses as “Motivated Employees”. • The manager has made an accurate observation about motivation , but has not given an explanation. The Motivation Model • The needs of a person provide the basis for a motivation model. • Needs are deficiencies a person is experiencing at a particular time. • The needs may by physiological-body needs such as food , water , air or psychological- affiliation with others; self-esteem. • The person then develops a behavior or set of behaviors to satisfy the want. • The behavior results to ward goal achievement. MOTIVATION THEORIES THAT FOCUS ON NEEDS A. Maslow’s Hierarchy of Needs --this hierarchy is based on four premises. 1. Only an unsatisfied need can influence behavior; a satisfied need is not a motivator. 2. A person’s needs are arranged in a priority order of importance. Thus the priorities go from them most basic needs to the most complex. 3. As the person’s needs are met on one level , the person advances up to the next level of needs. 4. If the satisfaction is not maintained for a once-satisfied need , it will become a priority need again. B. Herzberg’s Two-Factor Theory • This theory of Motivation was developed by psychologist Frederick Herzberg and his Associates. • The theory , called the two-factor or hygiene motivation theory . OM-16 LEADING Eva S. Montana 081418Page 1 • Uncovered one set of factors that produce job satisfaction and motivation and another set of factors that lead to job dissatisfaction. • According to Herzberg , factors that produce dissatisfaction are called HYGIENE FACTORS. That those produce job satisfaction are called MOTIVATION FACTORS. Hygiene Factors • Are the primary causes of unhappiness on the job. • They are extrinsic to the job • They are part of a job’s environment • When they are provided in sufficient quality , they will not necessarily act as motivators. The Factors include: 1. Salary - adequate wages , salaries , and fringe benefits. OM-16 LEADING Eva S. Montana 081418Page 2 ♦ Job Enrichment – applies Herzberg’s motivation factors to a job , thus allowing those interested to satisfy some of their psychological needs. Herzberg refers to job enrichment as lob loading. In developing job enrichment there are some specific areas to concentrate on: 1. Variety of task 2. Task Importance 3. Task Responsibility 4. Feedback LEADERSHIP • Is an art of process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. • Leadership is a very important aspect of management which has various meanings to different authors. • Leadership is the influential increment over and above mechanical compliance with the routine directives of the organization. • Leadership and Motivation are closely interrelated. Nature of Leadership • Richard M. Steers identified three views on the approach to the definitions of Leadership: - An attribute of position - A characteristic of a person and a category of Behavior • Steers argued that from the stand point of view of understanding the nature of people at work is consider leadership as a category of Behavior. Leadership Roles • In interacting with employees in the work environment , a manager must pay four basic leadership roles: 1. Educator – all managers must perform the leadership role of educator. Managers fulfill this role by teaching employee’s job skills as well as acceptable behavior and Organizational values. 2. Counselor – a second leadership role of manager is counselor . This role involves listening, giving advice, preventing , and solving employee’s problems. Expectation of employees: • Awareness of and concern for the individual employee • Assistance in solving a problem. 3. Judge – playing the leadership role of judge involves appraising subordinates performance; enforcing policies, procedures, and regulations; settling disputes; and dispending justice. 4. Spokesperson – managers act as spoke person for subordinates when they relay their suggestion, concerns and points of view to higher authorities. “doing something” about subordinates problems may mean to bat for them on higher management level. Leadership studies focus either on: 1. Identifying the Traits of a person who were leaders versus those of non leaders. 2. Comparing the Traits of successful leaders with the traits of unsuccessful leaders. ♦ A more viable theory is that leadership is a result of the interaction among the Superior, the subordinates, and the organizational environment . Elements of Leadership • The skill in Leadership includes four major elements: 1. The ability to use power effectively and in a responsible manner. 2. The ability to comprehend that human beings have different motivation forces at different times and in different situations. 3. The ability to inspire OM-16 LEADING Eva S. Montana 081418Page 5 4. The ability to act in a manner that will develop a climate conducive to responding to and arousing motivations. Leadership theories • The essence of leadership is followership. It is the willingness of people to follow that makes a person a leader .Leaders must exercise all the functions of their role to combine human and material resources to achieve objectives. 1. The Trait Theory - in this theory the leader is conceived to be a “great man” whose superior endowments induce others to follow him. 2. Environment Theory - this theory explains leadership on the basis of situations and crises that provide opportunities for people to propose solutions or exhibit heroic actions that place them in the position of leadership. 3. Personal-environment Theory - this theory maintains that characteristics of a leader, the followers and the situations that interact determine who will be the leader. 4. Exchange Theory - this theory suggest that group interactions represents an exchange process in which leadership is conferred upon the members whose effort appears more likely to reward other members for their effort on behalf of the group. 5. Humanistic Theory - this theory is based on the hypothesis that groups will be more effective and members will be better satisfied when the leader allows freedom to satisfy their needs for achievement and self- actualization. 6. Exceptional Theory - this theory maintains that leadership is most likely to be achieved by the member who succeeds in initiating and re-enforcing the expectations that he will maintain the role structure and goal direction of the group. 7. Contingency Theory - this theory proposes that a given pattern of leadership behavior will lead to effective group performance in some circumstances and ineffective, in some cases. 8. Path-Goal Theory - this theory suggest that certain patterns of leader behavior facilitate the clarification of the group goals while other patterns of behavior stimulate effective instruments an d responses on the follower group. A complete theory of leadership should explain: 1. The emergence of leadership in initially unstructured groups. 2. The maintenance of leadership once a role structure has been developed and stabilized. 3. The relation of leader personality and behavior to follower and group response. 4. The conditions under which specific patterns of leader personality and behavior are effective. Leadership Style • The two major styles of leadership are: 1. Task-oriented Leadership - The leader gains satisfaction from seeing the task performed. 2.People-oriented Leadership - The leader Looks toward achieving good interpersonal relations by way of attaining a position of personal prominence in the organization. Leadership styles based on the use of Authority 1. Autocratic Leader • the autocratic leaders commands and expects compliance, is dogmatic and positive; and leads by the ability to with hold or give rewards and punishment. • This is the “one rule” type. OM-16 LEADING Eva S. Montana 081418Page 6 • The leader is authority , he is the one who tells the people what to do . 2. Democratic or Participative Leader • This type of leader consults with subordinates on proposed actions and decisions and encourages participation from them. • This leader is the person who does not take action without subordinates concurrence; he consults with subordinates before doing so • The leader involve his subordinates in decision making. • One weakness of this style is that when the impasse is reached, there is no authority. 3. Benevolent-Autocrat Leader • The leader is a “father figure” who wants every one to feel good. • The decision is his own. • The leader bears and considers followers ideas and concerns , however, when a decision is to be made, he may be more autocratic than benevolent. • This style of leadership makes dependent and weak. 4. Liberal leader or Free-in Leader • This style of leader uses his power very rarely, if at all, giving subordinates a high degree of independence in their operations. • These leader depend largely on subordinates to set their own goals and the means of achieving them. • They see their roles as one of aiding the operations of followers by furnishing them with the necessary information and acting primarily as contact with the group’s external environment. Other types of Leadership 1. Laissez-Faire Leader • First described by Lewin , Lippitt , and White in 1938, along with the autocratic leadership and the democratic leadership styles. • This type of leadership is sometimes described as a “hand off” leadership style because the leader provides little or no direction to the followers. Characteristics of Laissez-Faire style include: • Allows followers to have complete freedom to make decisions concerning the completion of their work or ask questions of the leader. • The leader provides the followers with the materials they need to accomplish their goals and answer the follower’s question. 2. Manipulative-Inspirational Leader • This style of leadership is usually hard to find. • The leader or group of leaders sets the rules and interprets as they see fit. OM-16 LEADING Eva S. Montana 081418Page 7