IIS UNIVERSITY, JAIPUR

PROJECT WORK
BSG – 415
SUBMITTED TO – SUBMITTED BY-
DR. SARABJEET KAUR DIVYANSHI JAIN
IISU/2020/ADM/31445
MOTIVATION
AND
LEADERSHIP
 MOTIVATION

Motivation can be defined as stimulating, inspiring, and inducing the employees to

perform to their best capacity. Motivation is a psychological term which means it cannot
be forced on employees. It comes automatically from inside the employees as it is the
willingness to do the work.

CHARACTERISTICS
1. It is based on motive
2. Goal-directed behavior
3. Related to satisfaction
4. Complex processer
5. Internal felling
6. Dynamic process
7. Continuous process
IMPORTANCE
Helps in achieving
organizational goal
TYPES

Reduce employees
turnover Financial
Extensive Positive and
and non-
and intensive Negative
financial
motivation motivation
Enhance the
motivation
corporate image

Employee
satisfaction
 POSITIVE AND NEGATIVE MOTIVATION

POSITIVE MOTIVATION induces people to do work in the best possible manner and to improve
their performance. Positive motivation or incentive motivation is based on reward. The workers
are offered incentives for achieving the desired goals. Under this, better facilities and rewards are
provided for their better performance. Such rewards and facilities may be financial and non-
financial. For a salesperson, positive motivation could be to achieve sales target and claim
increased commission, remuneration, recognition, promotion etc.

NEGATIVE OR FEAR MOTIVATION is based on force or fear. Fear causes employees to act in
a certain way. In case, they do not act accordingly then they may be punished with demotions or
lay-offs. The fear acts as a push mechanism. The employees do not willingly co-operate, rather
they want to avoid the punishment. A salesman’s negative motivation could be that he would lose
his job if he does not perform well.
 EXTRINSIC AND INTRINSIC MOTIVATION

INTRINSIC MOTIVATION means that the individual’s motivational stimuli are coming

from within. The individual has the desire to perform a specific task because its results
are in accordance with his belief system or fulfill a desire.  Some factors which influence
the intrinsic motivation of a salesperson include honor, recognition, power, status, etc.

EXTRINSIC MOTIVATION means that the individual’s motivational stimuli are coming
from outside. In other words, our desires to perform a task are controlled by an outside
source.  Extrinsic motivation is external in nature. The most well-known and the most
debated motivation is money. examples: employee of the month award, benefits package,
bonuses.
 FINANCIAL AND NON-FINANCIAL
MOTIVATION

FINANCIAL MOTIVATION involves motivating employees with money and things

associated with money. The main methods of financial motivation used in business are
wages, salaries, performance-related pay, profit sharing, and financial fringe benefits.

NON-FINANCIAL METHODS of motivation involve motivating employees in ways

that don’t involve money. Non-financial methods of motivation include job
enlargement, job rotation, job enrichment, empowerment and training.
 THEORIES

Herzberg’s Maslow's
Motivation hierarchy of
needs

Theory X
and Theory Z
Theory Y
 HERSBERG’S MOTIVATION
The two-factor motivation theory, otherwise known as Herzberg’s
HYGIENE MOTIVATIN
motivation-hygiene theory or dual-factor theory, argues that there FACTOR G FACTORS
are separate sets of mutually exclusive factors in the workplace
that either cause job satisfaction or dissatisfaction Company Growth
policy
The two factors identified by Herzberg are motivators and hygiene
factors.
Basic salary Achievement
1. Motivating Factors
The presence of motivators causes employees to work harder.
Relationship
They are found within the actual job itself. with supervisor
Recognition

2. Hygiene Factors
Working Job
The absence of hygiene factors will cause employees to work less advancement
conditions
hard. Hygiene factors are not present in the actual job itself but
surround the job.
 MASLOW’S NEED HIERARCHY THEORY

Abraham Maslow's hierarchy of needs is one of the best-known theories of motivation.

Maslow's theory states that our actions are motivated by certain physiological needs. It is
often represented by a pyramid of needs, with the most basic needs at the bottom and
more complex needs at the top.
 THEORY “X” AND THEORY “Y”

THEORY “X” THEORY “Y”

This theory explains a participative style of
This theory believes that employees are management, that is, distributive in nature. It concludes
naturally unmotivated and dislike working, that employees are happy to work, are self-motivated
and this encourages an authoritarian style and creative, and enjoy working with greater
responsibility. It estimates that workers −
of management. According to this theory,
• Explore and accept responsibility and do not need
management must firmly intervene to get much guidance.
things done. This style of management
• Assume work as a natural part of life and solve work
concludes that workers − issues imaginatively.
• Disfavor working.
• Abstain responsibility and the need to be
directed.
• Need to be controlled, forced, and
warned to deliver what's needed.
 THEORY “Z”
William Ouchi, proposed Theory Z in the early ’80s. The letter Z does not stand for anything. It
is just to denote the state of affairs in an organization and human behavior as has been done in the
case of theories X and Y.
It takes into account the strengths of Japanese Management e.g. social cohesion, job security, the
concern for employees, as well as American Management e.g. speedy decision making, risk-
taking skills individual autonomy, innovation, and creativity Theory Z is a mixed US-Japanese
Management System for modern organizations.
Features of Theory Z:
1. Trust
2. Organisation-Employee Relationship
3. Employee Participation
4. Structure-less Organisation
5. Holistic Concerns for Employees
 LEADERSHIP
Leadership is a process by which an executive can direct, guide, and influence the
behavior and work of others towards the accomplishment of specific goals in a given
situation. Leadership is the ability of a manager to induce subordinates to work with
confidence and zeal.
CHARACTERISTICS
1.It is a inter-personal process in which a manager is into influencing and guiding
workers towards attainment of goals.
2.It denotes a few qualities to be present in a person which includes intelligence,
maturity and personality.
3.It is a group process. It involves two or more people interacting with each other.
4.A leader is involved in shaping and moulding the behaviour of the group towards
accomplishment of organizational goals.
5.Leadership is situation bound.
 IMPORTANCE
1.Initiates action STYLE
2.Motivation
Autocratic Democratic Free rein
3.Providing guidance style style style

4.Creating confidence Pure Benevolent Paternalistic

Autocratics Autocratics Autocratic
5.Building morale
6.Builds work environment
7.Co-ordination
 AUTOCRATIC STYLE

Autocratic leadership, also known as authoritarian leadership, is a leadership

style characterized by individual control over all decisions and little input from group
members. Autocratic leaders typically make choices based on their ideas and judgments and
rarely accept advice from followers.

BENEFITS DRAWBACKS
Allows for quick decision-making especially Discourages group input
in stress-filled situations

Offers a clear chain of command or oversight Hurts morale and leads to resentment

Works well where strong, directive leadership Ignores or impairs creative solutions and
is needed expertise from subordinates
 DEMOGRAPHIC STYLE

Also called “shared leadership” or “participative leadership,” democratic leadership

encourages each team member to participate in decision-making by sharing their
opinions. A democratic leader encourages open conversation and helps their employees
set goals, evaluate their own performance and motivates them to grow.

BENEFITS DRAWBACKS
Increased job satisfaction and commitment Slower decision process
Increased innovation Decreased performance
More cohesion Overwhelmed leaders
 FREE REIN STYLE

Free rein style is also known as laissez-faire leadership, free-rein leadership is a type of
management style where supervisors give team members freedom to complete tasks, make
decisions or solve problems without interfering, unless the employees request it.

BENEFITS DRAWBACKS
Develops personal growth in team members Lack of feedback

Encourages an innovative and creative team Miscommunication among managers and group members
Leads to faster decision-making It reduces the cohesiveness of the group.
Holds employees accountable It allows leaders to avoid leadership.
 THEORIES OF
LEADERSHIP

TRAIT BEHAVIORAL SITUATIONAL

THEORY THEORY THEORY

GREAT MAN PERSONALITY

THEORY THEORY
 TRAIT THEORY

Thomas Carlyle, propounded this theory.

The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is
used to predict leadership effectiveness.
A)Great man theory:
The Great Man Theory of Leadership espouses that great leaders are born, not made. These individuals come into the
world possessing certain characteristics and traits not found in all people.
B) Personality trait theory:
This theory was improvised to Great man theory This gives a realistic view. This theory states leadership qualities can
be acquired.
"Trait theory focuses on characteristics rather than performance
 BEHAVIOURAL THEORY

In the 1950s, Dr. Rensis Likert, propounded this theory.

Behavioral leadership theory argues that the success of a leader is based on their
behavior rather than their natural attributes. Behavioral leadership theory involves
observing and evaluating a leader's actions and behaviors when they are
responding to a specific situation. This theory believes that leaders are made, not
born.
Behavioral leadership theory also encourages leaders to be self-aware of their
behavior and to recognize how it affects the productivity and morale of their team.
 SITUATIONAL THEORY

The situational theory of leadership suggests that Organisation

no single leadership style is best. According to

this theory, the most effective leaders are those
that are able to adapt their style to the situation.
According to situational theory 4 factors which Leader
LEADERS
Follower
BEHAVIOUR
determine the leadership style of leaders:
1. Leaders characteristics.
2. Followers characteristics.
3. Characteristics of a situation. Situation

4. Organizational characteristics.
THANK YOU