Community

Capacity Building
Program

Leadership and Motivation

Learning Objectives

• Understanding the relationship

between leadership and motivation
• Motivation through a psychological
framework
• Leadership theories/styles
• Participative leadership
• Qualities of successful leaders
Introduction

2 major influences affect how

individuals perform:
1. The type of leadership that exists
2. Personal motivation

• Important to look at these two

concepts as interconnected and
dependent on individual situations
What is motivation?

• Motivation is defined as “the extent to

which persistent effort is directed
toward a goal”

1. Effort - must be defined in relation to its appropriateness to

the objectives being pursued.
2. Persistence - relates to the willingness of the individual to stay
with a task until it is complete
3. Direction - measured in terms of how persistent effort is
applied in relation to the goals being pursued
4. Goals - individual goals and organizational goals (must be
compatible)
Types of motivation

• Extrinsic Motivation
- Factors in the external environment
such as pay, supervision, benefits,
and job perks
• Intrinsic Motivation
- Relationship between the worker and
the task
5 Ways to Motivate a Team

1. Figure out what makes them tick

(individual needs)
2. Give clear expectations
3. Consistent reinforcement and
consequences
4. Healthy competition
5. Change out team members
Activity 1 – Identifying Goals
• Create a thought web linking current and
future goals of the organization to internal
or external motivators

• Example:

Goal: Increase sales by 10%

Motivators: Top seller receives financial bonus
if goal is reached (extrinsic)
Top seller gets to choose their next project
(allowing seller to pursue work-based
interest would increase intrinsic motivation)
Needs-based Motivation

• Maslow’s Hierarchy of Needs:

 Physiological
 Safety
 Relationship
 Esteem
 Self-actualization

• The more you move from basic to higher level needs, the
more motivation depends on internal factors
• Important that organizations present opportunities to satisfy
such needs
Needs-based Motivation

• Alderfer’s ERG Theory:

 Existence
 Relatedness
 Growth

• Similar to Maslow’s Hierarchy in that it focuses on a differing

levels of needs, which are usually satisfied in order of
importance
• Unlike Maslow’s theory in that it allows for higher needs to be
met before lower-level needs under certain circumstances
Needs-based Motivation

• McClelland’s Theory of Needs:

 Achievement
 Affiliation
 Power

• Concerned with the behavioral consequences of need

• Non-hierarchical
Needs-based Motivation

• These three theories present a useful

approach for thinking about
organizational behavior
• One is not inherently better than the
other; The point is to apply the
concepts of internal/external
motivation to individual situations
Motivational Goals

Most goals fall within two categories:

• Performance goal - individual is
concerned with acquiring favorable
judgment from his or her peers,
supervisors, or authority figures
(extrinsic)
• Learning goal - individual uses
feedback to increase his or her
competence (intrinsic)
Activity 2 – Needs and Motivation

• In small groups, answer the

following questions:
1. Whose needs are satisfied through
my organization? (Owners,
employees, clients, etc.)
2. What are some needs of each
group? (Relatedness?
Achievement?)
3. What is the best way to address
those needs to reach goals?
Leadership

• Once it is known what motivates

people, leadership can be thought of
in relation to individual situations
• Two main types of leaders:
Emergent
Assigned
Leadership – Shaping Behavior

• Rewards – the most effective type of

reinforcement
 E.g. Compliments, tangible benefits, etc.
• Punishments – have minimal impact
on behaviour
 E.g. Reprimands, withholding of raises,
unfavorable task assignments, etc.
Leadership Styles

• Directive - includes scheduling work, maintaining

performance standards, and letting subordinates
know what is expected from them
• Supportive - friendly, approachable, and concerned
with pleasant interpersonal relationships.
• Participative – leaders will consult with their
subordinates, and consider their opinions.
• Achievement-oriented - encourages subordinates
to exert higher efforts and strive for a higher level
of goal accomplishment.
Situational Factors

• 2 major situational factors affecting

leader success:
Subordinate Characteristics –
aptitude, individual needs
Environmental factors – task urgency,
clarity, appropriateness of leader’s
style to the situation, timing
Participative Leadership
• Has a wide range of applications – Can have total
involvement of subordinates in implementation,
planning, etc.
• Possible benefits of participation:
 Motivation
 Quality
 Acceptance
• Possible Pitfalls
 Requires a lot of time and energy
 Resentment
• Best to use this style when employees are part of a
team for an extended period and are
knowledgeable/proficient
Leadership Styles

• Vroom and Jago’s styles:

Autocratic
Consultative
Group
Qualities of Successful Leaders

• Intellectual Stimulation
• Energy
• Self-confidence
• Assertiveness
• Dominance
• Motivation
• Honesty and Integrity
• Charisma
Final Activity – Leadership Considerations
• Through other activities, goals, needs, and
possible motivators were identified. Now, take time
in groups to discuss the best leadership style for
one’s own situation.

• Questions to consider:
 How involved do others need or want to be?
 Is participative leadership an option? Why or why
not?
 What environmental considerations are there? Are
there external influences?
 Is it possible to adapt your leadership style to
different situations? Give examples
Participants’ Input
STRATEGY & PLANNING RELATIONSHIP ORGANIZATIONAL SKILLS & CO-OPERATIVE
BUILDING MANAGEMENT DEVELOPMENT

Strategic Planning Community Organizational Governance Basics of a

Development Co-operative

Proposal Writing Public Participation Board Orientation Co-operatives and

the Community
Development
Process I

Project Management Alternative Dispute Meeting Management Co-operative and

Resolution the Community
Development
Process II
Opportunity Group Dynamics Leadership and Motivation
Identification

Opportunity Interpersonal
Management Communications
Communications
Planning

Legal Issues
 Conclusion and Evaluation

• Review objectives
• Review any additional expectations
• Review Parking Lot
• Point out Certificates of Participation
• Complete evaluation
• Thank you!

Community Capacity Building Program

http://www.ibrd.gov.nl.ca/regionaldev/capacitybuilding.html