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 & RELATIONSHIP ORGANIZATIONAL CO-OPERATIVE
PLANNING BUILDING SKILLS & DEVELOPMENT
MANAGEMENT
Strategic Community Organizational Basics of a
Planning Development Governance Co-operative
Proposal Writing Public Board Orientation Co-operatives
Participation and the
Community
Development
Process I
Project Alternative Meeting Management Co-operative
Management Dispute and the
Resolution Community
Development
Process II
Opportunity Group Dynamics Leadership and
Identification Motivation
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