Professional Documents
Culture Documents
Leadership & Motivation (
Leadership & Motivation (
IZHAR AHMAD
ROLL NO: 49
MBA III semester
1
MOTIVATION
Psychological feature that
contributes to a person’s degree of
commitment.
2
Contd….
Motivation and motivating, both
deal with range of conscious
human behavior somewhere
between 2 extremes :
3
Motivation and
motivating
Basic Assumptions
Motivation is commonly assumed to
be good thing.
4
Theories of
Motivation
2. Contemporary views of
motivation
5
Early views of motivation
Motivation was one of the earliest concepts.
Traditional model:
Workers had been expected to accept
management’s authority in return for higher
wages.
Human Resources Model:
This model focused on more factors and not
only on money.
people want to contribute to meaningful cause.
Human relations’ model:
People wanted to be recognized as individual.
People want to feel useful and important.
6
Contemporary Views of
Motivation
Need theory
A person is motivated if a certain
levels of satisfaction is not
attained with one’s life.
A satisfied need is not a motivator.
7
Maslow hierarchy of Needs
Self
Self
Actualization
Actualization
needs
needs
Esteem
Esteemneeds
needs
Belongingness
Belongingnessneeds
needs
Safety
Safetyand
andsecurity
securityneeds
needs
Physiological
Physiologicalneeds
needs
8
ERG Theory
Existence needs
Relatedness needs
Growth needs
9
Two Factor Theory of
Motivation
Dissatisfier (hygiene factors)-
salaries, working conditions and
company policy.
Satisfiers (motivating factors)-
achievement, responsibility and
advancement.
10
Issues in international market
3. Power distance
11
1. Religion
People of different countries have
different religions .
Different values accompanying those
religions.
For e.g.- religions in India place
greater emphasis on allowing events
to develop in their own way.
On the other hand North Americans
are more likely to practice religions
that teach them to try to control
matters.
12
Uncertainty avoidance
How willing people are to face uncertainty?
How much do they prefer to know what is
happening and not to take too many risks?
People who thrive on uncertainty may not have
strong job assuring needs.
So these people have different kind of
motivational needs.
13
Power distance
14
LEADERSHIP
15
In the past business believed
that a leader was like the
captain of ship:cool,calm and
collected
But now we see that leaders
need to be human,they need to
be in touch,
they need to be emphatic,and
they need to be with people.
16
Leaders need to be a part of
what’s going on and not apart
from what’s going on.
17
Theories of leadership
Traditional theories of
lesdership.
Modern theories of leadership.
18
Traditional theories of lesdership.
19
Trait theory of leadership.
20
It was found that leaders were
more intelligent than average of
the group being led,but,
interistingly was not the most
intelligent of the group.
21
From traits to states and skills
development.
22
Group and exchange theories
of leadership.
This theory have roots in social
psychology.
Acccording to this theory there
must be positive exchange
between the leaders and
followers in order for group
goals to be accomplished.
23
Follower’s impact on leaders
24
The Leader-Member Exchange
(LMX) Model.
25
Modern theories of leadership
26
Charismatic leadership
theories
It is the old concept which states
that leaders are those who
“by force of their personal
abilities are capable of having
profound and
extraordinaryeffects on
followers”
27
Transformational leadership
theory
28
A Social cognitive approach
In this leadership
approach,followers are actively
involved in the process.
Together with the leader they
concentrate on their own and
one another’s behavior.
29
Authentic leadership
33
Humane orientation
34
Institutional collectivism
35
In-group collectivism
36
Assertiveness
37
Future orientation
38
Performance orientation
39
CASE STUDY
Korn/Ferry International - IMA
India leadership study
Korn/Ferry International (NYSE:KFY), a premier
global provider of talent management solutions,
announced the early findings of a study of C-level
executives in India conducted in association with
International Market Assessment (IMA) India, a
boutique research firm. Utilizing Korn/Ferry’s unique
Strategic Management Assessment process,
approximately 100 top Indian executives from IMA’s
India CEO Forum and India CFO Forum were
evaluated to gauge how their leadership styles
compare to the “best in class” profiles of over top
executives in North America. Interestingly, the
Indian leaders assessed demonstrated remarkably
different leadership styles and emotional
competencies from their western counterparts,
while proving to be just as strategic in terms of their
decision-making and thinking styles.
40
Findings of the KFI-IMA Indian
Leadership Study
Indian Leaders Exhibit “Task-Focused” and “Intellectual”
Styles Similar to Executives in the Four Dragon Countries:
Korn/Ferry’s assessment model measures how leaders
present themselves to those they want to influence, i.e.,
their “leadership style.” The Firm’s assessment work
internationally has found that as managers move up
through an organization, they typically adopt less formal
leadership styles to encourage knowledge sharing and
cooperation. The study shows a significant difference
between the leadership styles of C-level Indian executives
and their North American counterparts, however,
indicating that they are much more task-focused and
intellectual and less social and participative. In other
words, they are more hierarchical and less concerned
about building consensus. In this way, Indian leaders
ranked most closely to executives assessed earlier from
the “Four Dragons” countries (Hong Kong, Korea,
Singapore and Taiwan).
41
Strategic Decision-Making and Thinking Styles
Bode Well for Indians on the Global Stage: How
managers use information and make decisions are
based on habits formed through experience, and
these “thinking styles” are expressed when an
executive is alone. The study revealed that Indian
executives were highly action-focused, complex and
creative, which means they make decisions
considering many options with a focus on high-
quality. In other words, they are strategic – in fact,
they are as strategic as Western best-in-class
executives. This bodes well as focusing on strategic
vision was listed as the most critical Western
leadership practice for Asian companies seeking to
“go global” to embrace, according to another
Korn/Ferry survey conducted with the Economist
Intelligence Unit last year.
42
Emotional Competencies Key to
Success in the Long Term: The
Indian execs’ emotional
competencies diverged the most
from those in the West, ranking
lower in terms of ambiguity
tolerance, empathy, energy and
confidence, all of which impact their
interpersonal communication and
ability to access information, which is
a key to success.
43
Questionsssss?????????
44
…..THANK YOU……..
45