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    Motivating and leading employees involves understanding leadership theories and behaviors. Maslow's hierarchy of needs shows that people are motivated by fulfilling physiological, safety, social, esteem and self-actualization needs. McGregor's theory divides leadership styles into Theory X, which assumes employees dislike work, and Theory Y, which assumes employees can exercise self-direction. Herzberg's two-factor theory finds satisfaction comes from achievement, recognition and the work itself, while dissatisfaction stems from company policies and supervision. McClelland's theory found that needs for achievement, affiliation and power motivate employees. Effective leadership behaviors include consideration of followers' ideas and feelings as well as structuring work to meet goals.

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    Mgt Leader : Motivation

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    Motivating and leading employees involves understanding leadership theories and behaviors. Maslow's hierarchy of needs shows that people are motivated by fulfilling physiological, safety, social, esteem and self-actualization needs. McGregor's theory divides leadership styles into Theory X, which assumes employees dislike work, and Theory Y, which assumes employees can exercise self-direction. Herzberg's two-factor theory finds satisfaction comes from achievement, recognition and the work itself, while dissatisfaction stems from company policies and supervision. McClelland's theory found that needs for achievement, affiliation and power motivate employees. Effective leadership behaviors include consideration of followers' ideas and feelings as well as structuring work to meet goals.

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    11 views16 pages

    MGT Leader: Motivation

    Uploaded by

    khalilgbrn666
    Motivating and leading employees involves understanding leadership theories and behaviors. Maslow's hierarchy of needs shows that people are motivated by fulfilling physiological, safety, social, esteem and self-actualization needs. McGregor's theory divides leadership styles into Theory X, which assumes employees dislike work, and Theory Y, which assumes employees can exercise self-direction. Herzberg's two-factor theory finds satisfaction comes from achievement, recognition and the work itself, while dissatisfaction stems from company policies and supervision. McClelland's theory found that needs for achievement, affiliation and power motivate employees. Effective leadership behaviors include consideration of followers' ideas and feelings as well as structuring work to meet goals.

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    of 16

    CHAPTER 8

    MOTIVATING AND
    LEADING
    EMPLOYEES
    Presented by;
    NAQIB,GIBRAN,EMI,AJIM
    8.1 DEFINITION:

    Energy
    Direction
    Persistence
    8.2.1 MASLOW’S HIERARCHY OF NEEDS
    SELF GROWTH, ACHIEVING
    ACTUALIZATION PONTENTIAL,SELF FULLFILLMENT “ BE
    ALL YOU CAN BE “

    INTERNAL (SELF-RESPECT,AUTONOMI ,
    ESTEEM
    ACHIVEMENT ) AND EXTERNAL(
    STATUS , RECOGNITION, ATTENTION)

    EFFECTION,BELONGINGS
    SOCIAL
    ,ACCEPTANCE,FRIENDSHIP

    SECURITY AND
    PROTECTION FROM HARM’ SAFETY
    ASSURANCE THAT
    PHYSICAL NEEDS WILL
    CONTINUE TO MET
    FOOD , DRINK , SHELTER ,,
    SEX , SLEEP OTHER PYSICAL
    PHYSIOLOGICAL
    REQUIREMENT
    8.22
    McGregor's theory

    Theory X
    - Theory Y +
    - little ambition -Enjoy work
    -Dislike work -Seek and accept responsibility
    -Avoid responsibility -Exercise self direction
    -Must be closely controlled 
    8.2.3
    Herzberg's two factory theory

    EXTREMELY SATISFIED NEUTRAL


    EXTREMELY DISATISFIED
    8.2.4 McClelland's 3 Needs
    Theory
    Three accuired needs are work motives

    -NEED FOR ACHIEVEMENTS

    - NEED FOR AFFILIATION

    - NEED FOR POWER


    DEFINITION OF LEADER:
    8.3

    What is leadership?

    Leadership is the ability


    of an individual or a
    group of people to
    influence and guide
    followers or members of
    an organization, society
    or team
    8.4
    THEORIES OF LEADERSHIP 🤜🏻🤛🏻
    The great man theory of leadership
    suggests that some individuals are
    born with characteristics that
    naturally make them skilled leaders.
    According to this view, leaders are
    born, not made. It also suggests that
    leaders assume authority when their
    leadership traits are needed.
    8.4.2 EIGHT TRAITS THEORY OF LEADERSHIP
    1.ADAPTABILITY AND FLEXIBILITY
    2.ASSERTIVENESS
    3.COURAGE AND RESOLUTION
    4.CREATIVITY:
    5.EMOTIONAL STABILITY
    6.HIGH RESPONSIBILITIES

    7.PEOPLE SKILLS
    8.SELF CONFIDENT
    8.4.2
    FOUR BEHAVIORAL THEORIES OF
    LEADERSHIP
    DIRECTIVE LEADERSHIP
    SUPPORTIVE LEADERSHIP

    PARTICIPATIVE LEADERSHIP

    ACHIEVEMENT-ORIENTED LEADERSHIP
    8.4.2 Behavioral Dimension:
    8.4.2 OHIO STATE STUDIES
    IT IS NOT THE LEADERSHIP TRAITS THAT MAKE GREAT LEADERS RATHER IT IS THE
    BEHAVIOR OF LEADERS.

    Behavioral Dimension
    Consideration: being considerate of
    followers' ideas and feelings

    Initiating structure: structuring


    work And work relationship to
    meet job goals
    8.4.3
    UNIVERSITY OF MICHIGAN STUDIES

    Behavioral Dimension
    Employee oriented: emphasized
    interpersonal relationships and taking care
    of employees' nEED

    Production oriented: emphaSized technical


    or task aspects of job
    8.4.4

    MANAGERIAL
    GRID
    QUESTION TIME! ?

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