Paper – Bachelor of business administration

1st year, Paper I

Unit – 6, Motivation and leadership
Topic no – 1.4
Lecture no - 4
Program title – Achievement motivation & Vroom’s expectancy
theory
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Academic Script

There are at least two major influences that affect how individuals
perform in their environment. These influences include: i) the type of
leadership that exists, and ii) personal motivation. While neither is
scientific in nature, there is significant research that identifies some
theories and general conclusions about why people perform, how they
perform, and why some people display different behaviours that puts
them in positions of leadership. In addition to addressing leadership and
motivation as theories rather than as scientific fact, there are other
issues about personal behaviour that must be considered.
The most basic concepts are that every person is
(a) like every other person;
(b) like some other people; and
(c) like no other person.
A further explanation may help clarify this statement. Every person is like
every other person in that we have a need for food, water, shelter, etc.
We are like some other people in that we have similar personality traits
which cause us to be more dominant and aggressive, while others may
be more passive and submissive. Finally, we are unique in that no other
person has the same genetic make-up, past experiences, or view of the
world. It is these differences that suggest an analysis of leadership and
motivation can result in general conclusions about behaviour and
performance.
Human behaviour is as much a reflection of the differences between
individuals as it is a reflection of their similarities. These individual
differences are caused by a number of influences and characteristics.
For example, personality traits focus on individual differences that make
each person a unique human being. Our biological make-up
concentrates on how we function as a result of our evolution and human
inheritance. Our behaviour is largely influenced by the system of rewards
and punishments that are present in our environment. Our cognitive
approach focuses on how our thinking and memory affects our
behaviour. The fact that we are here at this time with immediate
influences, and the ability to express a free will, may present the greatest
influence of all.
Any theories about leadership and motivation can be contradicted since
these theories have many exceptions. It is important that these theories
are considered general statements that have been confirmed through
observational studies and are applicable only to the extent that they
reflect and are influenced by individual behaviour. We might ask: “Why
should we even pursue these topics if there are so many
inconsistencies, exceptions, and variables that affect conclusions?”. If
we are searching for scientific evidence that is universally applicable, we
may be wasting our time, but if our goal is to better understand human
behaviour and its impacts on personal performance, the insights gained
from such theories and studies are invaluable.
Systems formerly made up of rules, regulations, and procedures are
being replaced by requirements for flexibility and customer service
resulting in personal initiative, empowerment, and greater levels of
individual decision-making. To achieve this, it is important to better
understand human behaviour and some of the things that impact our
actions and reactions. Next we should distinguish between motivation
and performance. While there may be little doubt about the motivation of
the individual in terms of effort, persistence, and direction, there may be
a lot of questions about the individual’s performance as it relates to the
organizational goals. The worker may be really busy and factors such as
skill levels, task understanding, and aptitude may negatively impact
performance. On the other hand, self-interest may create its own
motivation not related to the organizational goals. People may be
motivated by factors in the external environment such as pay,
supervision, benefits, and job perks. This is referred to as extrinsic
motivation. They may also be motivated by the relationship between the
worker and the task. This type of motivation is called intrinsic motivation.
These factors often exist simultaneously, but we will distinguish between
them as they relate to specific levels of motivation.

Differentoators of McClelland Theory

Since this theory is non-hierarchical, the growth pattern between intrinsic
and extrinsic rewards that are a major part of the earlier theories, do not
appear to contain the same significance. McClelland contends that
people will be motivated to seek out and perform well in jobs that match
their needs. These needs may include either of the three categories
identified above and are not contingent on any progression from one
category to another.

Leader Qualities
It is apparent that leaders must possess many qualities in order to be
successful and maintain the support of subordinates. The following is a
partial list of these qualities.
1. Intellectual stimulation: People are stimulated to think of problems
and solutions in new and different ways. This depends on creativity,
novelty
and the ability to help people empathize with a new situation.
2. Energy: The leader must be willing to exert the energy and effort that
is necessary to see the task through to completion. Leaders show by
example.
3. Self-confidence: Leaders are self assured and possess a confidence
in the task, their ability to perform, and the abilities of subordinates to
contribute.
4. Assertiveness: Leaders express their feelings honestly and directly
in appropriate, spontaneous, and non-manipulative ways. Assertiveness
communicates respect for others while acting in one’s own best interest.
5. Dominance: When appropriate, successful leaders must be able to
take
control and dominate an issue, environment or situation. The successful
leader also knows when to relinquish control and involve others.
6. Motivation: Successful leaders know what they want, have a clear
path to achieving it, and are “driven” by intrinsic rewards. Whether it’s
Maslows need for self-actualization, Alderfer’s growth needs, or
McClelland’s need for power, leaders are driven by a need for success
and achievement.
7. Honesty and Integrity: To be recognized for the right reasons,
leaders must be seen as being above reproach. Honesty and integrity
are two factors that allow leaders to enjoy the support of subordinates.
Without these qualities, there is a perception of mistrust which leads to a
lack of confidence.
8. Charisma: Charismatic leaders possess the personal qualities that
give them the potential to have extraordinary influence over others. They
tend to command strong loyalty and devotion and in turn, inspire
enthusiastic dedication and commitment to the leader and his or her
mission. Dedication is inspired from an emotional commitment and
followers come to trust and identify with the leader. Charismatics tend to
possess all of the qualities noted above, and there is some argument
that charisma is in itself a style of leadership.