Masters in Business Administration

Module: Dynamic Leadership Development

Dublin Business School

Lecture Seven
Motivation and Leadership
• Realise Ambition
Reading
Leading, managing and developing people
Rees, Gary [Author] | French, Ray [Author]. Edition: 5th ed.
Publisher: London Chartered Institute of Personnel and Development
2016

HBR Guide to Motivating People (HBR Guide Series)

Definition Of Motivation
• How do you keep your team going through good times and bad? Are
you one of those people who seems to be able to keep the members
of their team positive, enthusiastic and hard-working even at the
toughest times, Or do you really wish you were?
• The word motivation comes from the Latin movere, meaning to move,
via ‘motive’, meaning causing motion, concerned with the initiation of
action. Motivation is therefore, in its purest sense, the incentive
towards action.
Introduction to Motivation (HBR Guide to Motivation)
• Gallup’s 2017 State of the American Workplace showed 70% of
employees are not engaged at work
• Human behaviour is complex so there is no simple formula for
engagement
• Don’t underestimate employees capacity and longing to experience
high-quality motivation
• People need a sense of team and belonging
• Provide a space where people feel heard and psychological safety
• People want to bring their emotional truth to the workplace
• People want to be part of something bigger than themselves
Introduction to Motivation
• Crucial that managers/leaders get to know their direct reports
• Create a shared sense of ‘why’
• Find out what engages your employees
• Provide your employees with
• Autonomy
• Flexibility
• Stimulating work
What’s The Difference?
• Motivation, then, is what drives us to achieve our goals. But what can
you do to increase the motivation of those you lead? There are a few
surprisingly simple areas which will make a huge difference.
There are two main types of motivation: intrinsic and extrinsic. These
can broadly be described as:
• Intrinsic = love. In other words, “I do this because I want to”
• Extrinsic = money. In other words, “I do this because I have to”.
?? Do people value extrinsic rewards or is meeting psychological needs
more important?
Intrinsic Factors
• Research shows that Intrinsic rewards are more effective at sustaining
high performance and engagement
• Sense of accomplishment
• Intellectual stimulation
• Skills development
• Autonomy
• High stake assignments
Intrinsic Factors
• It’s internal – about having a personal desire to overcome a challenge,
to produce high-quality work.
• Job satisfaction
• Intrinsically motivated people get a great deal of satisfaction and
enjoyment from what they do
• Each team member is different, and will likely have different
motivators. So, it’s important to get to know your people, discover
what motivates them, and find a good mix of extrinsic and intrinsic
motivators, so that you can motivate them successfully
Extrinsic Factors
When you use external factors to encourage your team to do what you
want
• Pay related benefits (both intrinsic and extrinsic)
• Environment
• Time off
• Relationships
• Location of work
Extrinsic Factors
The most desirable employee benefits –
• Quality healthcare
• Flexible hours
• Generous annual leave policies
• Work-from home options

Acknowledge good work!

Balance between Intrinsic & Extrinsic
Motivators
• In order to lead effectively, you need to be aware of the balance
between intrinsic and extrinsic motivations for each of those you lead
and, particularly, what are the things that they love, that they would
almost be prepared to do without being paid.
• You can then use different rewards for different people, perhaps
providing some with more challenging work as a reward for achieving
goals, and others with additional time off.
Involvement Activities
Motivation is associated with high levels of employee involvement.
High involvement activities include:
• decision-making
• sharing information
• informal leadership assignments
• opportunities for increasing job responsibilities
• a chance to use education/innate talents
Involvement Activities
• When employees are not provided with high-involvement
opportunities, the rate of voluntary turnover increases and
other employees stay, but stop caring.
• The level of employee motivation is directly related to the
quality of life at work, which is directly associated with
leadership effectiveness. This is a very powerful thought!
 Motivational Techniques
Provide Interesting and Stimulating Work
• Once you know what your staff really like to do, then you can start to
provide work that will be interesting and stimulating to them. Work
design has a really strong impact on performance.
• Researchers have identified three basic characteristics of tasks that lead
to boredom at work, which in turn leads to lack of motivation. These are:
• Quantitative underload, which basically means not having enough to do;
• Qualitative underload, when tasks are simple and unchallenging
• Qualitative overload, when individuals are asked to do tasks which are too
complex, and ‘switch off’ because they feel unable to achieve what they
have been asked to do.
 Motivational Techniques
Set Challenging but Achievable Goals
• Setting goals for and with others is an art.
• Too challenging, and they will not believe they can achieve it. Not
challenging enough, and it certainly won’t be motivating.
• You won’t get this right first time but, don’t worry, nobody does. The
important point is to be flexible.
• If you got the goal wrong, adjust it to circumstances, agree the new
goal and move on.
 Motivational Techniques
Provide the Right Rewards
• Your reward system needs to recognise and reward the behaviour
that you want to see.
• Rewards should be personally tailored.
• Rewards should not be complex.
• Quite often, praise is enough, although it does have to be sincere and
also genuinely merited. Insincerity is easy to detect.
 Motivational Techniques
Communicate with the team
• You should be contactable at all times so that your team members can
ask you questions about a project, get your opinion, offer ideas, and
give feedback.
• Being available for your team plays a key role in motivating them, as it
shows that you value the project and their feedback.
• Making yourself more available also avoids making your team
members feel isolated and separate from management.
• Ensuring you’re always available for your team can boost productivity
and improve the quality of your work.
 Motivational Techniques
Empower Team Members
• When you give team members the power or authority to do
something with complete control, this helps to motivate them to
complete the work.
• You can also keep motivating your team members to work hard and
bring out the best in them by offering constructive feedback.
• This will result in an empowered, happier, and more productive team.
Motivation in Management
As a leader, you can use the following steps and strategies to create a
motivating environment for your team:
Step 1: Check your assumptions
• Your management style is strongly influenced by what you believe
about your people
• Two fundamental beliefs form the backbone of the team motivation
concept, Theory X and Theory Y
Motivation in Management
Theory X leaders are authoritarian, and assume that they need to
supervise people constantly. They believe that their team members
don’t want or need responsibility, and that they have to motivate
people extrinsically to produce results.
Theory Y leaders believe that their team members want more
responsibility and should help make decisions. They assume that
everyone has something valuable to offer.
Think carefully about how you view your people, and explore what
you believe truly motivates them.
Motivation in Management
Step 2: Eliminate dissatisfaction and create satisfaction
Psychologist Fredrick Herzberg said that you can motivate your team by
eliminating elements of job dissatisfaction, and then creating
conditions for job satisfaction (Two-Factor theory) lack of job
security/ongoing training
Step 3: Personalize your motivational approach
• Your team is made up of individuals who have their own unique
circumstances, backgrounds and experiences. Therefore, each person
may be driven by different motivating factors, and be more or less
adept at self-motivation.
Motivation in Management
Step 3: Personalize your motivational approach
• There are a number of tools and strategies that you can use to tailor
your approach to motivation
• Choose one that best suits the circumstances
• McCelland’s Human Motivation Theory, Maslow’s Hierarchy of
Needs
Step 4: Use Transformational Leadership
• Transformational leaders expect great things from their team
members, and they spark feelings of trust and loyalty in return
Go Ahead: Ask your Employees if they’re
Happy (Allison Rimm – Executive Coach) HBR Guide to
Motivation
• Put a recurring appointment on your calendar and ask your
employees whether they are happy at work and what you can do to
make them happier
• Maintain open lines of communication
• Create work-life balance
• Keep questioning
‘Relationships are built on a series of little moments that create big
impact over time’ Allison Rimm
Lets Look At Some Of The Theories
• The theories are broken down into two main categories as follows:
• Content ( outcome and reward)
• Process (how people are motivated)
The content theory of motivation, also known as need theory mainly focuses on
the internal factors that energise and direct human behavior
In general, such theories regard motivation as the product of internal drives
that compel an individual to act or move (hence, “motivate”) toward the
satisfaction of individual needs.
Needs are deficiencies that energise or trigger behaviours to satisfy those
needs.
Process Theories
• Process (how people are motivated)
Process theories of motivation provide an opportunity to understand
the thought processes that influence behaviour. It explain how workers
select behavioural actions to meet their needs and determines their
choices
Lets Look At Some Of The Content Theories
• Maslow (hierarchy of needs)
• Alderfer (existence –relatedness-growth (ERG)
• Mc Celland (achievement theory)
• Herzberg (two factor theory)
These have been the comer stone of every motivation teaching over
generations
Maslow’s Hierarchy of Needs
Lets Look At Some Of The Content Theories
Maslow (hierarchy of needs)
• Proposed that motivation is the result of a person’s attempt
at fulfilling five basic needs: physiological, safety, social,
esteem and self-actualization
• These needs can create internal pressures that can influence
a person’s behavior
Lets Look At Some Of The Content Theories
Alderfer (1969)
• Condensed Maslow’s five human needs into three
• Existence needs
• Relatedness needs
• Growth needs
Lets Look At Some Of The Content Theories
McCelland’s Human motivation theory
• states that every person has one of three driving motivators:
• The need for achievement
• The need for affiliation
• The need for power
If you structure your motivators and leadership style around a
team member’s dominant driver, your efforts should produce good
results
Lets Look At Some Of The Content Theories
Herzberg – two factor theory of motivation
• There are some job factors that result in satisfaction while there are
others that prevent dissatisfaction
• In his Motivation-Hygiene theory, he noted how causes of
dissatisfaction often arise from irritating company policies, intrusive
supervision, or lack of job security
• Sources of job satisfaction include clear opportunities for
advancement, an increased sense of responsibility, and ongoing
training
Lets Look At Some Of The Process Theories
• Locke (goal setting theory)
• Vroom (Expectancy theory)
Lets Look At Some Of The Process Theories
Locke (Goal setting theory)
• Showed that clear goals and appropriate feedback motivate
employees
Vroom (Expectancy theory)
• Employees performance is based on personality, skills,
knowledge, abilities, effort
Using Transformational Leadership to
Motivate Teams
• Leadership expert James McGregor Burns introduced the concept of
transformational leadership in his 1978 book, "Leadership."
• He defined transformational leadership as a process where "leaders
and their followers raise one another to higher levels of morality and
motivation."
• Bernard M. Bass later developed the concept of transformational
leadership further. According his 1985 book, "Leadership and
Performance Beyond Expectations," this kind of leader:
Using Transformational Leadership to
Motivate Teams
• Is a model of integrity and fairness.
• Sets clear goals.
• Has high expectations.
• Encourages others.
• Provides support and recognition.
• Stirs the emotions of people.
• Gets people to look beyond their self-interest.
• Inspires people to reach for the improbable.
Examples of Transformational Leadership
• Barack Obama: The former U.S. President was known for his
transformational approach to running his administration, as well as
his unifying, motivating, and hopeful communication style.
• Nelson Mandela: The former President of South Africa was famous
for serving as a source of authentic inspiration.
• Oprah Winfrey: The media mogul is famous for her charismatic,
visionary, and inspirational leadership style.
• Steve Jobs: Jobs was famous for his visionary leadership that
transformed Apple into a leader in the technology industry.
Components of Transformational Leadership
Bass also suggested that there were four different components of
transformational leadership. The four main elements of transformational
leadership are:
• Intellectual stimulation: Transformational leaders not only challenge the
status quo; they also encourage creativity among followers. The leader
encourages followers to explore new ways of doing things and new
opportunities to learn.
• Individualized consideration: Transformational leadership also involves
supporting and encouraging individual followers. To foster supportive
relationships, transformational leaders keep lines of communication
open so that followers feel free to share ideas and so that leaders can
offer immediate recognition of the unique contributions of each follower.
Components of Transformational Leadership

• Inspirational motivation: Transformational leaders have a clear vision

that they can articulate to followers. These leaders can also help
followers experience the same passion and motivation to fulfill these
goals.
• Idealized influence: The transformational leader serves as a role
model for followers. Because followers trust and respect the leader,
they emulate this individual and internalize their ideals.
Using Transformational Leadership to
Motivate Teams
How to Become a Transformational Leader
This involves you:
• Creating an inspiring vision of the future.
• Motivating people to buy into and deliver the vision.
• Managing delivery of the vision.
• Building ever-stronger, trust-based relationships with your people.
Using Transformational Leadership to
Motivate Teams
Step 1: Creating an inspiring vision for the future
• Your vision sets out your team or organization's purpose
• You develop this partly by understanding the values of the people you
lead
• This is the subject of business unit strategy, and developing a
coherent strategy takes a lot of hard work and careful thought.
• If you're developing a vision for your team, start with the company's
mission and vision, and explore the ways in which your team can
contribute directly to it.
Using Transformational Leadership to
Motivate Teams
Step 2: Motivate People to Buy Into and Deliver the Vision
• Now, starting with your mission statement you need to appeal to your
people's values and inspire them with where you're going to lead
them, and why.
• Talk about your vision often. Link it to people's goals and tasks to give
it context, and help people see how they can contribute to it.
• Make sure that you know about the different kinds of motivation, and
use these to inspire your people to deliver their best.
Using Transformational Leadership to
Motivate Teams
Step 3: Manage Delivery of the Vision
• A vision is no use on its own: it needs to become reality. However,
many leaders make the mistake of developing a vision, but of not
putting in the hard and often mundane work of delivering it.
• To manage the delivery of your vision, you'll need to combine
effective project management with sensitive change management -
This will help you deliver the changes you need with the full support
of your people.
• Communicate each person's roles and responsibilities clearly, and
connect these to your plans.
Using Transformational Leadership to
Motivate Teams
Step 3: Manage Delivery of the Vision
• Everyone should fully understand what they're responsible for, and
know how you will measure their success.
• Next, set clear, SMART goals for everyone, including some short-term
goals that will help people achieve quick wins and stay motivated
• Stay visible by practicing management by walking around
• This is an ideal technique for transformational leaders, because it
helps you stay connected with daily activities, and allows you to
answer questions as they arise.
Using Transformational Leadership to
Motivate Teams
Step 4: Build Ever-Stronger, Trust-Based Relationships With Your
People
• As a transformational leader, you need to focus your attention on
your people, and work hard to help them achieve their goals and
dreams.
• You need to work constantly to build relationships, earn trust, and
help your people grow as individuals.
• Meet your people individually to understand their developmental
needs - What do they want to achieve in their role? Where do they
see themselves five years from now? How can you help them reach
this goal?
Using Transformational Leadership to
Motivate Teams
Step 4: Build Ever-Stronger, Trust-Based Relationships With Your
People
• You can build trust with your people by being open and honest in your
interactions. Use the Johari Window to disclose safe personal
information about yourself, and to get a better understanding of
"what makes your people tick.“
• Set aside time to coach your people - When you help them find their
own solutions, you not only create a skilled team, but you also
strengthen their self-confidence and their trust in you.
Johari Window
Johari Window
The Johari Window model is a simple and useful tool for illustrating and
improving self-awareness, and mutual understanding between
individuals within a group.
This model can also be used to assess and improve a group's
relationship with other groups.
It was devised by American psychologists Joseph Luft and Harry
Ingham in 1955, while researching group dynamics at the University of
California Los Angeles
Johari Window
The Johari Window model is a simple and useful tool for illustrating and
improving self-awareness, and mutual understanding between
individuals within a group.
This model can also be used to assess and improve a group's
relationship with other groups.
It was devised by American psychologists Joseph Luft and Harry
Ingham in 1955, while researching group dynamics at the University of
California Los Angeles
The Johari Window actually represents information - feelings,
experience, views, attitudes, skills, intentions, motivation, etc - within
or about a person - in relation to their group, from four perspectives,
which are described below.
Johari Window
Four Regions
• what is known by the person about him/herself and is also known by
others - open area, open self, free area, free self, or 'the arena'
• what is unknown by the person about him/herself but which others
know - blind area, blind self, or 'blindspot'
• what the person knows about him/herself that others do not know -
hidden area, hidden self, avoided area, avoided self or 'facade'
• what is unknown by the person about him/herself and is also
unknown by others - unknown area or unknown self
Johari Window
Johari Quadrant 1 - 'Open self/area' or 'free area' or 'public area', or
'arena'
• Region 1 is also known as the 'area of free activity'. This is the
information about the person - behaviour, attitude, feelings, emotion,
knowledge, experience, skills, views, etc - known by the person ('the
self') and known by the group ('others').
• The aim in any group should always be to develop the 'open area' for
every person, because when we work in this area with others we are
at our most effective and productive, and the group is at its most
productive too.
• The open free area, or 'the arena', can be seen as the space where
good communications and cooperation occur, free from distractions,
mistrust, confusion, conflict and misunderstanding.
Johari Window
Johari Quadrant 2 - 'Blind self' or 'blind area' or 'blindspot'
• Region 2 is what is known about a person by others in the group, but
is unknown by the person him/herself. By seeking or soliciting
feedback from others, the aim should be to reduce this area and
thereby to increase the open area
• Managers and leaders can take some responsibility for helping an
individual to reduce their blind area - in turn increasing the open area
- by giving sensitive feedback and encouraging disclosure.
• Managers and leaders should promote a climate of non-judgemental
feedback, and group response to individual disclosure, which reduces
fear and therefore encourages both processes to happen.
Johari Window
Johari Quadrant 3 - 'Hidden self' or 'hidden area' or 'avoided self/area
or 'facade'
• Region 3 is what is known to ourselves but kept hidden from, and
therefore unknown, to others. This hidden or avoided self represents
information, feelings, etc, anything that a person knows about
him/self, but which is not revealed or is kept hidden from others
• By telling others how we feel and other information about ourselves
we reduce the hidden area, and increase the open area, which
enables better understanding, cooperation, trust, team-working
effectiveness and productivity.
• Reducing hidden areas also reduces the potential for confusion,
misunderstanding, poor communication, etc, which all distract from
and undermine team effectiveness.
Johari Window
Johari Quadrant 4 - 'Unknown self' or 'area of unknown activity' or
'unknown area'
• Region 4 contains information, feelings, latent abilities, aptitudes,
experiences etc, that are unknown to the person him/herself
and unknown to others in the group
• Managers and leaders can help by creating an environment that
encourages self-discovery, and to promote the processes of self
discovery, constructive observation and feedback among team
members
• Creating a culture, climate and expectation for self-discovery helps
people to fulfil more of their potential and thereby to achieve more,
and to contribute more to organizational performance.
Contemporary Views
• Motivation theories will never stop being an influence such as
Maslow
• Strong links with motivation both intrinsic and extrinsic
• What’s emerging are three psychological conditions that are
impacting on engagement and disengagement as follows:
• Psychological meaningfulness
• Psychological Safety
• Psychological availability
Contemporary Views
• These can be interpreted as
• Feelings of worthiness, being valued and useful to the organisation
• Safety relates carrying out work without losing face and maintain
dignity and respect within the working relationship
• Availability means being emotional stable, physical and Psychological
engaged at any given time
Conclusion
• Every single individual is motivated in different ways depending on
many factors
• We should never take for granted an individuals motivation
• Dignity and respect are the hall marks of any good motivation theory
• Lets get back to treating humans as humans
Activity
• What strategies does the manager/leader use to motivate staff in
your organisation?
• How effective are these strategies?
• What strategies will you use in your leadership role?