MODULE VII

DR. SHWETA DANI

Module VII
 Leadership: (a) Meaning and Characteristic
 (b) Leadership Styles (Authoritative, Democratic, Free-rein style)
 (b) Leadership Styles (Likert’s Leadership Styles; Narcissistic Leadership
 (c)Transactional & Transformational Leaders
 Motivation: (a) Meaning and Process
 (b) Nature of Motivation
 (c) Motivational Theories – Maslow’s Hierarchy of Needs
 (c) Motivational Theories – McGregor Theory X & Theory Y
 (c) Motivational Theories – McClelland’s Needs Theory of Motivation
 Herzberg’s Motivation Hygiene Theory (d) Motivational Tools & Techniques
LEARNING OUTCOME – MODULE VII
(CLO4)

 Management is all about “managing people” and leadership as well as the various
motivational processes are the key. Students would know application of
motivation processes in various business contexts. They would be exposed to
cases of some charismatic, transformative and effective leaders.
Leadership

 Leadership is an art or process of influencing people so that they will strive

willingly and enthusiastically toward the achievement of group goals.

 The ability to influence a group toward the achievement of goals.

 “Leadership is the ability to awaken in the others the desires to follow a

common objective.”
-----R.T.Livingstone
Leadership Characteristics
 Authoritative/Autocratic leader
Retains all authority and decision making power
No suggestions – no considerations
Instruct on what to do – how to do

 Pros of autocratic leadership

Quick decision making
Clearly defined structure

 Cons of autocratic leadership

Degrades trust and morale
Dependent on the leader
 Examples of Autocratic Leader

• Cult Leaders – Famous for having a ‘my way or the highway’

mentality.
 
• Napoleon Bonaparte – Like many wartime leaders, Napoleon became
an increasingly detached autocrat who led from the top.

• Queen Elizabeth I – Known as a tough ruler of England, the Queen

also demonstrated great care for her people.

• Elon Musk – Musk is famous for leading with an iron fist and even
publicly threatening to fire employees who step out of line.
 Democratic Leader
actively involves the people.
often seek feedback and input from subordinates.
encourage conversation and participation in the decision-making process.

 Pros of democratic leadership

Empowering
Increases employee satisfaction

 Cons of democratic leadership

Slower decision making
Can lead to communication failures
 Examples of Democratic Leader

Former CEO of PepsiCo, Indra Nooyi, demonstrated how much she

valued her team members by writing personalized letters to their
parents. 

The 16th President of the United States and visionary leader,

Abraham Lincoln, surrounded himself with extremely capable
people. Even if they were likely to disagree with him and
challenge his assumptions.
 Free-rein leadership styles / Laissez Faire Style
The leader does not direct the activities of his followers.
He leaves it to the subordinates to decide and control them.
Every member is free to take the decisions for his activities and to do his
activities in the manner, he likes.
A leader is responsible only to collect necessary data for his group and to
make the factors of production available.
 Pros of Free-rein leadership
Employees are highly motivated.
High Accountability
Facilitates growth and development.
Allows for faster decision-making.
 Cons of Free-rein Leadership
 Lack of role clarity
 Poor involvement with the group

Examples of Free-rein Leaders

Queen Victoria
 Phrases, such “Heaven helps those who help themselves”, were
often used to promote the laissez faire leadership style during the
Victorian Period in the UK.
Likert’s Leadership Style
 Exploitative-Authoritative Leadership Style
Manager has no confidence or trust in subordinates.
Subordinates feel no freedom to discuss things about the job with their superiors.
In solving job problems, the manager seldom gets the ideas and opinions of
subordinates.
 Benevolent-Autocratic Leadership Style
Manager has condescending confidence and trust in subordinates
Motivates with rewards and some punishments
Permits communication upward
Solicits some ideas and opinions from subordinates
Allows some delegation of decision making but with close policy control
 Consultative Leadership Style
Manager has substantial but not complete confidence and trust in
subordinates but still wishes to keep control of decisions.
Subordinates feel free to discuss things about the job with their
superiors.
The manager gets ideas and opinions and tries to use them
constructively.
 Democratic Leadership Style
Manager has complete confidence and trust in subordinates, allowing
them to participate directly in decision-making.
The manager always asks subordinates for their ideas and opinions and
uses them constructively.
Transactional & Transformational Leaders

 Transactional Leaders : A transactional leader clarifies

subordinates’ roles and task requirements, initiates structure,
provides rewards, and displays consideration for followers.

 Transformational Leaders : A transformational leader is

distinguished by a special ability to bring about innovation and
change by creating an inspiring vision, shaping values,
building relationships, and providing meaning for followers.
4 “I’s” of Transformational Leadership
1. Intellectual Stimulation
 The transformational leader removes the “fear factor” from work, empowering employees to constantly be
learning and looking for and acting upon opportunities, rather than playing it safe.

2. Individual Consideration
 They are concerned with the professional development of employees and foster positive relationships with
them. This involves keeping lines of communication open, attending to the individual needs of employees,
mentoring them and recognizing each person’s unique contributions.

3. Inspirational Motivation
 Employees want leaders to impart a vision that is appealing and worthy. Transformational leaders do that
by communicating a vision so well, that followers internalize it and make the goal of achieving that vision
their own.

4. Idealized Influence
 Transformational leaders serve as role models for employees in every way. That also includes modeling
ethical and socially desirable behavior, maintaining a dedication to work goals and exhibiting enthusiasm
about company strategy.
Manager Qualities Leader Qualities

Focus on the Organization Focus on People

Rational Visionary

Maintains stability Promotes change

Assigns Tasks Define Purpose

Organizes Nurtures

Analyzes Innovates

Position Power Personal Power

 Narcissism : The tendency to be arrogant, have a grandiose sense of self-
importance, require excessive admiration and have a sense of entitlement.

Narcissistic Leadership: It is a leadership style in which the leader is

only interested in him/herself. Their priority is themselves at the expenses
of people/group. The narcissistic leaders traits are :
Arrogant
Grandiosity (Feel superior)
Preoccupation with success and power
Lack of Empathy
Belief of being unique
Components of Narcissistic Leadership

Charisma Self interested

influence
(get the people in their
(deserve special treatment, feel
entourage) superior than others)

Deceptive Motivation Intellectual Inhibition

(desire for revenge, inability to (react aggressively to negative
learn from their own mistakes feedback)
 Productive Narcissists : healthy narcissistic behavior may also make good
leadership qualities.​
are “visionaries” , extremely competitive and aggressive
change the world,
have little respect for the rules that others follow
tend to use people who serve their purpose.
Example : Mark Zuckerberg, the founder of Facebook has been referred to as a ‘productive
narcissist’ 
 Unproductive Narcissists : This leadership style turns destructive when it
is driven by the person’s need for power, and admiration and approval from
others. Such leaders
Ignore their team’s concerns
Show extreme sensitivity to criticism
Over-value their own ideas and not seek opposing ones
Lose their temper when they’re stressed
 Servant Leadership: A servant leader transcends self-interest to serve
others, the organization, and society. being a true leader means that
you “have to subordinate your own emotions, your own desires,
even make decisions on behalf of the whole that might conflict with
what you would do on an individual basis.
Advantages of Servant Leadership Disadvantages
Leaders earn the respect of others Few leaders are familiar with this type of
leadership

There is often a shared vision and greater Adopting this type of leadership may
trust require difficult cultural change

Employee opinion contributes to This type of leadership is not conducive

company decision making for better to rapid decision making
outcomes

Individuals advance in a supportive Staff may have responsibilities that are

environment beyond their capability
 Mindful Leadership : Mindful leadership is an approach in which you
consciously cultivate your ability to be present, open-minded, and
compassionate when interacting with team members – and you show the same
consideration to yourself. Five traits of Mindful Leader
Composure : stays calm and brings an inner strength knowing that somehow,
some way, things are going to work out and there will be a path forward. 
Compassion : who see oneself and others with love and kindness rather than
with judgment. 
Connectivity: An understanding of the interconnectedness of all individuals
on the team and of all the small thoughts, emotions, and actions that culminate
as a result.
Curiosity: The ability to hold an open mind and a willingness to release
judgment.
Caliber : The ability to harness inner power and awareness to bring energy to
work to create remarkable, excellent results
 Zeitgeist Leadership:
Zeitgeist is a word that comes straight from German — zeit means
"time" and geist means spirit, and the "spirit of the time" is what’s
going on culturally, religiously, or intellectually during a certain
period.
The characteristics that Zeitgeist leaders exhibited, were products
of social circumstances during a specific time, acting out to
situations that are beyond their control. 
The basic motivational driver for “spirit-of-the-time leadership”
is the identification with a common vision.
Encourages loyalty and trust instead of control and in
consequence this motivates leaders to delegate empowerment even
more.
 Motivation

 “Motivation can be defined as a willingness to expand energy to achieve a goal or

a reward.”

-----Dale.S.Beach

 Motivation is the process by which a person’s efforts are energized, directed and
sustained towards attaining a goal.
Motivation Process
 Maslow’s Need Hierarchy Theory

 Herzberg 2 Factors Theory

 McGregor Theory X and Theory Y

 Mc Cleland's Need for Achievement Theory

Maslow Need Hierarchy Theory
 Developed by Abraham Maslow.

 Human need are unlimited but all this needs can be categorized into 5 ways
and once it is categorized it exist in a hierarchical form. Unless one level of
need is not satisfy an individual does not move to next level of needs.
Herzberg Two Factor Theory of
Motivation
 Propounded by Frederick Herzberg.

 He is a psychologist & he conducted a study on 200 engineer & accountant

in USA to find out two things:

(i) What is that which motivate people at work.

(ii) What is that, which dissatisfies people at work.

Two Factor
Dissatisfies or Hygiene Factor : Factors that Motivators or Satisfiers : Factors that
eliminate job dissatisfaction but don’t increase job satisfaction and motivation
motivate
Hygiene Factors are only dissatisfier not
motivator
Supervisory Behavior Recognition

Company Policy Freedom

Reward System Autonomy & Independence

Working Condition Responsibility, Achievement & Growth

Opportunities

Due to this factors people are going to All this factors will satisfy the people and
dissatisfy motivate them to work.
McGregor’s Theory X and Theory Y

 Theory X : It is a negative view of people that assumes

employees dislikes work, are lazy, avoid responsibility and
need to be closely controlled to work effectively.

 Theory Y : It is a positive view that assumes employees

enjoy work, seek out and accept responsibility and
exercise self-direction.
Mc Cleland Theory of Motivation

 This theory is also known as Need for Achievement Theory.

 Three-needs theory : The motivation theory that says three acquired needs –
achievement, power and affiliation are major motives in work.
Need for Achievement : The drive to succeed and excel in relation to a set of
standards.
Need for Power : the need to make others behave in a way that they would
not have behave otherwise.
Need for Affiliation : The desire for friendly and close interpersonal
relationships.
Motivation Techniques and Tools
 Ask for employee input
 Offer personal enrichment programs
 Validate good work
 Set intermittent goals
 Celebrate milestones and achievements
 Radiate positivity
 Create a mentorship program
 Create a comfortable and inspiring workspace
 Encourage mindfulness 
 Share profits to improve performance
 Offer an incentive program