Leadership and Motivation

Definition of leadership
Leadership is the process of influencing
the behaviour of others in varying
degrees by various means. Egalitarian
organisations and democracy do not
eliminate influence and leadership but
they do change the means by which it
may be accomplished.
 Power Authority and
Responsibility
• Physical power.
• Resource power.
• Position power.
• Expert power.
• Personal power.
• Negative power
 Leadership Traits and Skills
Flexibility
Ambition
Intelligence
Decisiveness
Consciousness of social environment
Willingness to take responsibility
Creativity
Persistence
Energy
Tolerance for stress
Behavioural Approach and
Leadership Styles

These theories emphasis the actions of

leaders and not their personal traits
 Likert’s Leadership Styles
• Exploitative – authoritative
• Benevolent - authoritative
• Consultative
• Participative
 Blake-Mouton Management
Grid
1,1 Impoverished Management
1,9 Country Club Style
9,1 Task Management
5,5 Dampened Pendulum
9,9 Team Management
 Action Centred Leadership
• Group maintenance needs

• Task needs

• Individual needs
Action Centred Leadership
Task Needs

Overlapping
Group Needs interacting needs

Individual Needs
 Three Models
• Fiedler’s Model
• Situational Model
• Vroom and Jago Model
 Project Manager and Project Leader

Roles of Project Manager Roles of Project Leader

•Set direction •Plan and Budge

•Inspire team work •Organise work groups
•Align employees •Staff
•Motivate and support •Control

Figure 3.7 Roles of Leaders and Managers

 Definition of Motivation
Motivation is to do with needs, motives,
drives, arousal, goals and incentives.
(McKenna(2000). Kirchner & Dunnette
(1965) produced a simple process model
of motivation that assists its definition.
 Content Theories
• Maslow’s Hierarchy of Needs
• ERG Needs Theory
• Dual Factor Theory
• Achievement/Motivation Theory
Maslow’s Theory
 Process Theories
• Theory X & Y
• Theory Z
• Goal Setting Theory
• Expectancy Theory
• Equity Theory
Integration Of Motivation Theories In The
Project Environment (1)
Goals should be developed through participation.
Goals should be achievable.
Work should be challenging, interesting and should
involve learning.
Team members should be kept fully informed of the
whole picture as well as specific feedback on project
progress.
Integration Of Motivation Theories In The
Project Environment (2)
All project team members must be acknowledged as
important to the team’s performance.
Information and appropriate authority must be provided
to team members.
Diversity in the team membership should be recognised
and valued.
Reward systems should be set up to reward on an
individualised basis.
Rewards should be linked to performance.
Teams should be run on a fair and equitable basis.