Motivation is derived from the Latin word 'movere

which means to move'. Motivation relatestO the

fokce, stimulus, or influence that guides people to do
things-they-de.Itis the call for action or behavior.
Itmoves the self to attain pleasure and avoid pain.

Three components of motivation: (1) Direction- what

the person is trying to do; (2) effort-how hard a
person doing it; (3) persistence-how long a person
Continues to it.

Miloni in Italy, a sculptor incidence

Motivational Process Barrier

Goal
Needs, drives, and Expectation Tension
Overtcovert behavior

dN FC DC
Tension reduction and satisfaction

First, motivation is a psychological force thatcontributes to a person's degree of

commitment. It includes drives and desires for goal attainment that regulate the
direction, intensity, and persistence of human action.

Secpnd, desires and drives cause behavior, but they may be the result ofbehavior. For
exmple, a person's desire for accomplishment may be made keener by the satisfactio
gSromachioninga4prelerred goalor it may be dulled by failure.

Third, motivation
developed is notforindependent
a reputation excellence,of environment.
quality, Peopletend
amd service in atobusiness that hat
be motivated
contribute to this reputation.

Fourth, what motivates oneindividual may not be the same for another. As money may
be the most important motivatordor some people, it may be praise, recognition, ano
interesting nature of work for others

Fifth, motivation of each person changes from time to time even if sihe may continue t
behave in the same way.

Six, motivation of people is beyond the carrot and the stick. Teresa, Gandhi
Lastly, motivation is in need of periodic replenishment.

Common Features

Motivated people transform their lethargy to energy, desire to

determination, aspraon tion of the same.
their skil, Knowledge andattitude totheuzaon ornesame
hey taeresonsioY,DuEeo
Ogualiy show Peormane co e n
organization tneyServe olnt hehavior.
accidents, wastage of raw materials, indiscipline, violent behavior
materials, filing, and reporting are sympoS O n
Oncethese symptomSurace,5tepscan De taken nroug an9
counseling, rewards, and otner means to cnange tne dysTncuona
behavior. When employees exnibit moUvatedDenavioi
executives can create conditions to sustaln such behavior t
organizational objectives are achieved.

Theory: Content (what), Process (how)

Self-
actualization

Esteem needs

Belongingness and love needs

Safetyneeds

Physiological needs

Figure 5.3 Pyramid representing Maslow's hierarchy

 2543 il C

wo-or heor (intric

ribe "the sidwutiom whbra they elestiomsallb gooad or bad about thei
Aaahysis of responses indicuted ihut whea pevpke t
riouie inthib
dv ancement. These weee the uetory inbereai in the ob that peope

haa d e ro r
prrvonal life. vintn, and ecurity, and (b interpersonnlly-mediated

abarnach

S MeClelland &Winter, 1969)speekiod thre needsof people:

b) aeed for affiliation, and

Fear of failure>llope of seccess (reverse ity

en' fipa

educt of expectaney (E) and valence (y. Ppegtancy refers to the estent to
tceme. Fspectancy cam take aprohabiliy ralue from 0 (absolutely mo belie

tiea: hurd woe Telowpartcl

. A person ay be strenglh attracted to a particular . come, such as

alemce to pramatios. a egaive

rewards for thcir efort, and (b) the inportace ar value of rewarth tf

199Apeciic, important. and dificul but tainnbe gual, whrn nereptrd

lper ee e d nsber uf trion brtw ren Delhi nd Bombu

than dee non fendhack Peaple perfarm betder in acrep gn arrnd

tealt gal and feel comimited a t upon i than upon an

d l

Pe urganizatiom, wbere the keucy of mnchine metapbor

e wwitch mut
LOAnd
off administerine rewards aad ms

po) s mork harde and smarter only when they are

he self-conxciou human belng beyond thh input-utput calculus We

t h m e lhertr he o eucuton. erirar

rir coleugues? why do D r eupluyees outperÍorm their peen uaderthe

be goal withoul polnting out ngenuine comsiraiats, ak uf re

"py n p h i y mea tioned at the top, "will to work, will to wis".

o am 12 What are the goals of my life? Create an extraordinary

nteoelino enaved iorSehe s nirure r
of imrr-self, whut vou imtrrnally 1Hike to da r h

lappy WTe, tie ii to a

Joal, not to people or

0jects.

vite down an a ploce of paperay if you want to be rescarchr.

sing SWOT ana e can make a fit between one's strengths and the

vercome weaknesses and minimise threats in the microenvironment. SWO

adiltating and impcdring forces in microenvironment; stimulate to devck

Se-moa
m i nd husisr maguiae et madere affiesi, e lengi, aahle

NCO:Crikiul amur
tin

you kuw abit tbout brain cirvuirynud chemistry, you cn use sonE
donamine levels can lead to lack of
v e Denavior, mood
nsand me
86 DiIlion neurons in thé human brain.
neycommnicre wteacn ouer vd rain
is a neurotransmiter that's a key factor in
rOducvY, and ocus. Learn how

acnieving your goals. SUrround yourselr witn oners wno

ESeeses copamine, oo. Sell-efficacy

calling and describing a positive memory of a task increases

Jatess n past or p r e e V

will naturaly start to produce dopamine as you begin to get

the task to begin with. Dopamine is produced every time you

vent positive feedback to let it know things are progressing

arawing, Photography, Woodworking, and home repair- bring

dobamine, ward off depression, and protect against brain aging

you dont even have to hear music to get this neurotransmitte

Jse the mind : You can strenathen any circuit in the brain b
next time. If do mental work in old age, the bralin centre will be

augh Yourselr Happy The averdge cili augs

est medicir ay laughter works to reduce pain, boost

00sung
evels of endorphins.Dont really feel like laughi

EXerise wn nenBUSng all oysunnesiny,

i n e r s . Oners peiomance win be e

eHEoffeesnown to release dopamine into the

ientists have found that caftelne can enhance Some cognitve

and reward circuit in the Dran a e sure you dont overoose

at Nutnidous Too o
u d t dre important neurotransmitters for
for

ouT Dmativation is hasod on introsneetion and change ge in i nindset and

por the art Omarkpdf

Faces are windows to human nature

BBC: Science
dge
s that
most of us-90% according to one study-think we can.

5ut thismay notall be down toarrogance. Scientists are uncovering

2vidence that some personality traits may be written all over our faces.

connectionsbetween facial features.and personality.Perretistusing the

most widely accepted modelor human personality: the five-factor model.
This consists of:

penness to experience-creatve, original, independent

Extraversion -affectionate talativ
4. Agreeableness - forgiving, sympathetic, warm
5. Neuroticism - nervous, worrying, highly strung

2 aoyminoyarucies/emotonsyracesperception.shtm

S Mohan, who has been writing steadily for is i

the last 15 years, is now well known upcoming entrepreneur who is using crowd
leae his ronralh rondurt media a i

business centers on conducting audience

lyrical words and search for the beautiful in

E O n , dnG nis nara work.
Recent n of hie M
Autumn and Tenderness In the Sky were
oublished by Penguin books.

Class A

Let us evaluate their perceived characters

based on what we know about them and how
they look on a five point scale

A How open does he seem to experience (creative. original, independent)?

ey YEs -don t nOW- no - aejinielyn o - 3 - 2 - )

S: HOw LonscentiousnesS careru, nar king aoEs ne s you

very m uch-

Extraversion -affectionate, talkative sociable. How would you rate him on such a

very much-yes -don't know-no-definitely not (5-4-3-2-

D: Agreeableness-forgiving, sympathetic, warm - how do you assess him?

Very mucn - y e s - d o n t know - no - definitely n o t (5-4-3-2-1)

: Neuroticism - nervous, worrying, highly strung. Does he seem so?

Very much-yes - don t know - no - definitely not (5-4-3-2-1)

Jeremy Meeks Megan Martizen Myra Hindley

Persuasion
he child..
Everyone in the woras
probably persuaded or
manipulated in some way .

am
th r o u h e n t to see

But is persuasion really

What
bad?
about advice? S
what about decisions? How do
Can nor
can he o hat you
con De persuoded? I hope so..
Image source: Pros writ:

06IE/amateurs-

Classic examples

Bhagabat Gita
Julies Caesar and Antonio
Politicians

N P
 P0the rmark
k.pdf

The six key factors

Reciprocation
Social proof
Commitment and consisteñcy
Liking
Authority NP
Scarcity

"Dr. Robert Cialdini and 6

or persuasion"
principless

Contemporary colors of persuasion

Sheer number, size: media, social network
They travel faster: with aclick, across the world
Institutionalized: the business of and the research on
persuasion
More subtle and devious: luminal and subliminal, when are
we not being persuaded?
More complex: culture,
ethnicity, media, globalization,
behavior monitoring

What's persuasion?

Elicit desired response

Change attitude
Make others accept
Influence others' mental states
a
symbolic process in which communicators try to
other people to change their atitudes or behavior convince
regarding
an issue through the transmission of a message, in an
atmosphere of free choice.
Brainwashing??

The Dynamics of Persuosion, Pearloff,

2003

Persuasion is as old as
civilization

Sophists and oratory

Plato's criticism
Rhetoric: Aristotle's elaboration: ethos,
h aralade mum f p pathos, logos
Ccero and the role of
emotional appeal
AD persuasion
Modern and contemporary
research: experiments, surveys

Coerlen

.Friend's attempt to influenoe

Threatenit
n i n i o n of movies
2 Emplovers directives
A ananug appe
Health public servic messages abusi y

PTEL
Political Camp ein

Sorderline Canes

Art

Music
erat

* Pgraphs

Persuasion or coercion?
Tom works for a social service agency that receives some o its fund-
ng trom nited Way. At the end of each year, United Way asks em
needs everv oenny of hia e to donate, but he
rom
he Dynamics of Persuasion, bos, Anne, sends out a memo strongly urging empkovees to i
earloft,.2003 United Way. Anne doesn't threaten, but the implicit message is: 1ex
pect you to donate, and I'l know who did and who didn't. Tom opts
to contribute money to United Way. Was he coerced or peruaded?
PDFtheart o.. rmark.pat Y
Attitudes as anchors to persuasion
Attitudes modify perception, and attitudes mediate
persuasion.

Sometimes persuasion is about changing attitudes

"Attitude is a psychological construct.t is a mental and
emotional entity that inheres in, or characterizes, the person.
a learned predispositionto respond in a consistently favorable
r e anner wn respect to a given object

- Attitudes are learnt

- Attitudes are (emotional) evaluations

AttIudes tnuence thoughts and action -decision making

values are ideals, guiding principles in one's life

Benes are more specific and cognitive

Attitudes can be strong or weak

importance (we care deeply about the issue);

ego-invovement (the attitude is linked to core values or the
selt);
extremity (the attitude deviatés significantly from neutrality);
certainty (we are convinced thatour attitude is correct);

accessibility (the attitude comes quickly to mind);

knowledge (we are highty informed about the topic); and
hierarchical organization (the attitude is internally consistent
and embedded in an elaborate attitudinal structure).

Attitude: functions

Knowledge: they help one make sense of the world

Utilitarlan: help get rewards and avoid punishments
Social adjustive: help us adjust to reference groups
Social identity: help us create them
Value-expressive: represent our core values
Ego-defensive: defense against unpleasant emotions

Attitude and persuasion

Targetrelevant beliefs
Locate relevant reference Broups
NPTE

Messages, contexts and decisions

ate and Ben, recenty married, are buying acar.

ore closely to the car commercials than the sitcoms.The next day after work, at Kate's request
hey cick
doy they brave the car dealeri ono
n from car sa men, and take
questions at the car salesmen, whileBen,shirthanging out,eyes glazed, looksdreamily at the
sports cars ne ek, they have narrowed down thechoices to a Honda Civic and a Saturn

dealerships, Kate is thinking ata feverish pace, she pauses, then shares her conclusions with her

Okay. this 5t.he onda esmoree Dern aanese

antilock brakes, and traction control, which is important. The Saturn also has a better repair record
Saturn is a thousand bucks cheaper.
weBeta gronger warranty witn tne >dturn oeaier ang, ben-ne

stuff like you are. I say if the Saturn gets better ratings from Consumer Reports, go for it.1also think
e B 1 nice guy. n e niondd 8 y ddsauy oEW US O
when he found out we couldn't getan Accord.
n g . says kate, sporting a grin

ne nne says Ben a bit sheepishly. "The name Saturn is cool.

like it." rom The Dynomics of Persuosa
Pearloff, 2003.

Effects of persuasive communication

Communicator's credibility
Messag
Appeal
Audience personality traits

Affect if we are persuaded on not

(Yale attitude change approacn)

* A

Aentien
prebension
This doesntdiways wo
aming

ES The Holand/Yale Model of Persuasion.

Cognitive response approach to persuasion

People's own mental reactions to messages

o we should be
rtitude Change
careful about
wnat we say

in the light of
Who we talk to

PA 62 The Cogritve Response Model of Persuasion.

rom The Dynomics of Persua

Pearloff, 2003
POF the arto.. markpdf
Components of CRAP

Forewarning (mental preparedness to resist)

Distraction (when they disagree)

Inoculation theory
Induction theory
PTEL
Peripheral processing
Jargon
Central processing (cogent argument)
Heuristic vs. critical thinking

Persuasion tips
BOX 5-4
PERSUASI0N TIPS
One of the nifty things
about the ELM is it contains practical, as well as the
are several suggestions for everyday persuasion,
gleaned from the model:
1. Next time you are trying to convince someone of something, ask
youer what is central, or most citical, to my attempt to change the

people are frequently scared of giving a public spoch and ac

most important thing is to look nice-buy laney clothes, put on lots of
makeup, and so forth. This can be an important aspect of persuasion, but it
may be penpheral to the task. you are irying to make a sale, you need
cOmpellng arguments that tne purchase15 in tne cuent s interest. u you are
trying to convince people to 8et more exercise, you must show hem unat
exercise can help then acnieve ner 8o
to you may be of considerable im g nat aPpears peripheral

Convince (Soldat, Sinclair, &e Mark, 1997). You may spend a lot of time com.
ing up wth great arguments to convince neighbors to sign a petition
48Ain Mconaldsbulkding a new franchise near a beautiful park located
down the block. But if your memo has a couple typos or your web site con-
taining the message is overloaded with information, people may think a it-

From The Dynamics of Persuosion,

Pearloff, 2003.

e s o u They may unmp to the concusion that your arguments are

Taweu. 10you, the Ypos or abunaance or intormatton 1s or mucn iess con
sequence than the cogency of your arguments. And you may be nght. But
what is peripheral to you can be central to someone else. Put yourself in the
what vou sAV n d h 8 E, and consider how they will react to

3. When you are on the other end of the persuasion stick and are receiv-
ing the message, ask a couple ot questions. Eirst, is this something I really

a
care ue Or151 a ow-involvement 1ssuethis
Peuder 5 promoang, or 1
to beyond
me Second, canI figure out
me t i t 1s a high

nvoveent5e orou can undestand where the persuader is coming

rom you wi probably scrutinize the message carefuly and make a good
decision. If you decide ifs a low-involvement issue or you lack knowledge
on the topic, you may find yourselr turning to peripheral cues or relying on

There is nohin ay to make up your mind.

a persuader than perhaps you should. You could get snookered

To protect yourself, always ask yourself if you're trying to go for the
gquick h either because you don't care or don't know much about the
55ue you rognize tnat you are rely1ng on mental shortcuts, take
s e Ckeno more time tnan ou ordhnarnuy would on the dec
sion. Think about the issue. You may find its more interesting or less difh-
cult than you thought. The extra few minutes you spend thinking may help
prevent you from making a costly or embarrassing mistake.

Who says it

Charisma As a teacher, let me tell you

this:
Authority
Credibility (expert, Your mind can be your best
friend only when you control it.
trustworthy, gets Let go and it will become your
goodwill) enemy
-Knowledge bias
- Reporting bias
P

Social attractiveness Inever ask you not to earn

wealth. Server yourselt
- Likability Tirst, but then serve
others.
- Similarity
- Physical attractiveness Mahatma Gandhi, My
Experiments with Truth

Image source: Wikipedia

12:56:55 &

Message tactors5

ontent of the rommuritinni Don ne

and symboIs to
ade an audience

Message structure

d a d eommiention nfore arnuments an hehalf of hoth

n e persuoders positnon ano tneoppOSnon. wnicn is more

Fxamole

Two-sided messages influence attitudes more than one-sided

When the communication mentians but not does demolish,

tualy less

- Enhances the credibiuity of the speaker

-Convinces through (eason why the opposing argument s

Should conclusions be explcit or suggested?

OKeefe (19971JounO tnot nessuy d .
those that omito conclusion.AsMOuire (1969) blunty
underneath to get him to drink"

Passive smoking is amajor cause of lung Cancer Ahusbandor wife ance

of contracting lung cancer if he or shelives with a smaker.
that global warming is occurringat a faster rate than orviousi
warming ODserved over the 0ast haif century is attributable to

Herbal medicines COntain t o s 8 iho

hat theseoveretnecoue ira

ental dllm
vldence to esubstontiote
arnument their cloim"yn comimon 1ney use

Fear apped

adopled i novEl approach in the iate 1s/0%. iceagcts whu i d been

group of liters, men who had been sentenced to lite imprisonment

for
timidated the youngsters, swearing at themand threatening to hurt

Ontu sG far frmm the cet-eo., to discourage children from

ppre
nd die If theý put smal parts of toys in their mouths School-age kids are
icycle helmets, or if they play with frearms.

o ciar they scare individuals toO

Swann
1996)
thanothers is known as unrealistic.optimism or the illusion of
. The ilban f innulnerabililyis a major barrier to "

susceptible to danger, then lam unlikely to accept the persuader's

A message can scare soeone, but tai to chan len or

bilem, or
egiects to provide asolution tothe difficuty that ailsthe
(some problem or task related to this

Ldngud5
o thle sounds luke a stupid question, but. and proceeds to asE

his manner; you feel embarrassed for your classmate and bothered that
The student has deiberateiy underput hie own credibility by
ant is
estion itself-have nrocuedtedofarte e

w t o inh ad"1 gun" ate phe thul ted o thw

mian will et us te rch, éoe you think

taterment wil bw hinnd by the receiver r a d i p 7

tener to sbew understandng er to make

. Language inteneity innciudes etapiiors, StrOng vvd

of political rhetoric, social activism, hate speech, and

Persua in a flife enploy metaphor as

uuues. D n e y navE this effectr

langunge thendy reasag anotiadfon to sysematicaily

oetaphor evoksa grestefamber of semantic ascoiatine, and the differ

mrart itbithr the arguenb akng them

exmi

A m had ma

Summing up: what influences persuasion

. Credibility

Languageand communicatio V
. Yre
Familiarity
Exclusivity and availabjility

Curiosity
Media-social meala

Group assignment L

and with netizens than with our friends. Imagine that a

PDF From Per ...
mark.pdf A

Persuasion and Negotiation

One can't negotiate if one doesn't know how to

persuade, and in many situations to persuade
others, communication and relationship play an
important role.

Persuasion and Negotiation

Persuading involves being able to convince others to

take appropriate action.
Negotiating involves being
able to discuss and reach a
mutually satisfactory
agreement.

The Path of Negotiation

Page 3 19
All of us negotiate many
times a day. We
neootiated as children for thinos we wanted liko
PDF From Per ...
mark.pdf A

Persuasion and Negotiation

One can't negotiate if one doesn't know how to

persuade, and in many situations to persuade
others, communication and relationship play an
important role.

Persuasion and Negotiation

Persuading involves being able to convince others to

take appropriateaction. Negotiating involves being
able to discuss and reach a mutually
satisfactory
agreement.

The Path of Negotiation

Page 3 19
All of us negotiate many
times a day. We
neootiated as children for thinps we wanted liko
POF From Per . . mark.pdf

Persuasion and Negotiation

One can't negotiate if one doesn't know how to

persuade, and in many situations to persuade
impora u And relationship play an
mportan role.

Persuasion and Negotiation

Persuading involves being able to convince others to

to
action. Negotiatim ners
al ropriate Deing
aDIe to discuss and reach a mutually satisfacto

agreement.

The Path of Negotiation

All of us negotiate many times a day. We
negotiated as children for things we wanted like,
attention, special treats, and pocket money

We negotiate as adults for much more complex

sets of desires that, when we examine them
closely, often come down to the same things we
negotiated for as children.

Negotiation Defined
A negotiation is an interactive communication
process that may take place whenever we want
something irom someone else or anothner person
Wants something from us."

Negotiation Defined
We usually negotiate differently with those we
1Ove than we do with
strangers.
The first foundation of effective negotiation is
our own
style and
personality as a
negotiator,

Issues in Negotiation
Basically, there are four contemporary issues in
negotiation:
The role of
personality traits
Gender differences in
The effect of
negotiation
cultural differences in
styles negotiating
The use of third parties to help resolve
differences

Negotiating Style
Avoider
Compromiser
Accommodator
Problem solver

Foundations of Effective
Negotiations
Determine the basic style
Acquire willingness to preferences
Set high expectations prepare
Have
patience to listen
Make a
commitment to
personal integrity
125844

From Per.. mark.pdf

Goals and Expectations

Think carefully whut you really want

S e t an optimistic- but justiiable - target

Be specilhe
Write down the goal and commit to it

Carry the goal into the negotiation

Authoritative Standards and Norms

Survey the applicable standards and norms. Identify

the ones the other purty views as legitimate

Prepare supporting data and arguments.

Anticipate the arguments the other side will make.

f necessury, consider making arguments before

Other Party's Interest

Locate the decision maker.

How might it serve the ofher party's

interests to help you achieve your gouls?

Why might the other party say "no"?

What low-cost options might remove the

other party's oDjections

Relationships

Gain access and eredibility through

relationship networks.

Buld with
table
working relationship acrossges
small steps sucn a
the
favours, disclosures, or concesslons.

Relationships
Avord reclprociry and relarionship traps ke
guilty, and miving big business with personal
Iricndsnips,
Always Tolow the "KuIe o1 KCCprocily

Re foie do y - to you

When other parties tret you unfairly, Iet themn

know about in.

Leverage
Can I gain control over something the other
pary necu:

ancommi the other party lo norms t a

CanI form a coalition to improve my position?

Negotiation Process

Step 1: Preparing Your strategy

Step 2: Exchanging lntormaton

c .Cem Coinino Commitment

Conclusionn
Negotiation is a fascinuting aspect of humun social
ile. If we teal people right, they will treat us right-at
C s t n e y percent or the timnc

t h e r e is any onc sccret of success, it lies n th

aDy to ger the other person 's point of view and see

wn.

Conclusion

We should not be so swect that pcople will cat us

p r SD Dter that ihey will spit us out

Finally, the self-respect is very important.

Without sell-respect, one loses the will tu succoed

Thanks!

Pags 19
PDF Leadersh... mark.pdf A

Leadership
Leadership is the formal position where a specific
person has power over others in the groups, for
example, a boss in the workplace, a team leader in
a task group, a chair of any committee, or an
elderly person of a religious community.

In fact, such people are required to communicate

authoritatively, to run the agenda, and to move
the group forward in a particular way that other
should follow.

Leadership styles
The classic discussion of leadership since Bales
(1950) has devided leaders into those who are
focused on task and those who focus on the
socioemotional well-being of the members of the
group.

More recently leaders have been regarded as team

leaders ( Northouse, 2009)

cad

TaskLeaders Page3 14
stresses the activity of the g
 Leadersh.. mark-pdf
Leadership

eadership is the formal position where a specilc

person has power over others in the greoups, for
ler in
a task group, a chair of any committee, or an
elderly person ol a relgi ous community.

thoritn
the group forward in u particular way that other
hould lollow.

Leadership styles
The elassie discussion of leudership since Bales
9s0) has devided leaders into those who are
1ocused on lask and those who locus on the
cioemotional well-being of the members of the

More recently leaders have been regarded as feam

eadersomouse 209)

Leadership styles
stresses the activity of the group.
ps members on topic,

makes sure decisions get

E e 1or delining the group s mtended

acoguisnnent irecting whRt happens t0 101 e

e group.
r e ne grup reaches o conclusion at the endof l

summarizes what got done in a mevting, and

S*s tne ngenH 107 n e next e e a

Leadership styles
Socioemotional leudes: A Saciormatkonal leader

pays altention to how everyone feels ia the group

ensures thut members feel comfortable with the

uecision-maKIng proee
allows everyone to gel a turn in the diseussion
makes member happy with the outcome,

nbers,
OnShps DerWn groupP
manages people's face and handles their feelings

Leadership and Motivation

Someone has Kaid:

ivatoenle is fcomunieate with them T

mportant 1a talk to peaple in ther own l a n g
There is a language within the language.

Leadership and Motivation

Leadership and motivation is like brother and

sister. It is difficult to think of a leader who docs
not motivate others. Usually, people get motivated
wnen tnere is a wilingness to do somelhing

Motivating others is an important lendership skil

that will help to get people involved and empoweer
nem to nCcomplish the tasks.

Lendership and Motivation

Enthusiasm is contaglous. If a leader Is

enthusiastie about his/her job, it's much casier to

much clearer perspective on how others can

A great place to start learning about motivation

to start understanding our own motivations. The

hat motivates them

Leadership and Communicatio0n

Leadersn s co dieetion and

ancr carres t ut .cader Dc succesiuly
but betwecen peopl

h all aend to neronalrelatinnshin adearr o t

hratie elimate. strong personal commit cut.

a r o lor oiner lcam memuers, an0 a unlicu commmea

Leadership and Motivation

h e r to wn to do what needs toivafion

be d by
Uy ceenveuy using 10lowIng three mofivational foctors:

APpreculOn

4wureness f perunul siuu

Though appreciatiun is the most powerful of the three factor

utilize nppreelation most effeetively in correlatlon with

communication priorities.

Leadership and Motivational Strategies

a g passiun and positive energy to the workplace cvery day,

ac d r p inturnces arhers, and t h i carmot he

c a c a winaur c c e u n e c a m n u n i c n

s agreatistener. The most eflective leaders are the anes whe take

hidden meaning heneath them. Rememher that during gond and bad tim,

them that we are almays waiting with open ears to liaten to them.
PDF Leadersh... mark.pdf A

Leadership and Motivational Strategies

Is a problem solver- "Don't bring me problems. Please bring

solutions." This should be the message. Then set about
the task of guiding each person on your eam towards the
goal of becoming a top-noteh problem solver during the
crucial period.

Leads through experience and competence, not through title

or position. An effective leader mentors his/her employees,
encourages them, and makes partners out of them.

Conclusion

be an
Thus, it can be coneluded that a leader should
effective communicator, a good listener and tries to
maintain a good relationship with others. He/she
must be hard working, and sincere and should have

empathy for others. This is the way a leader can

motivate others to get the work done or to achieve

the targeted goal.

Thanks
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