Management

Chapter-14
The Leading Process
With Particular Reference to Motivating
Employee Performance

1
 Slide-01
The Leading Process
1. Meaning of leading and leadership
2. Differences between leader and management
3. Various approaches to leadership
4. Types of leader
5. Scope of leading
6. Motivation – A key element in leadership
A. Meaning and the process of motivation
B. Techniques of motivation
C. Various theories of motivation
D. Instruments of motivation
E. Incentives – financial and non financial
7. Typical activities of a successful leaders
Sources: 1. Management by Griffin
2. Management by Kreitner
3. Organizational Behavior by Fred Luthan
2
 Slide-02
Meaning of Leading and Leadership
Leading is the process of influencing people
so that they will contribute to organisation
and group goals.
Leadership is both a process and a property.
As a process, it refers to what a leader really
does.
As a property it means the attributes what a
leader should have.

3
 Slide-03
Leadership Vs Management
Leadership and management are clearly related but they
are not the same. A person can be manager, a leader both,
and neither. The differences may be seen from the
following tables:
Management Leadership
A. Creating agenda-planning A. Establishing direction-vision for
budgeting. the firm spelling ant the future.
B. Developing a human network for B. Aligning people-communicating
achieving the agenda-organizing & the direction by words and deeds.
staffing.
C. Executing plan-controlling and C. Motivating and inspiring people.
problem solving.
D. Producing major results expected D. Producing changes, often to a
by various stakeholders (Customers, dramatic degree and has the
employees etc). potential to produce extremely
useful changes.

4
 Slide-04
Various Approaches to Leadership

1. The greatman theory approach.

2. The trait approach.
3. The behavioral approach.
4. The contingency approach.

5
 Slide-05
The Greatman Theory Approach

Leaders are born and not made – a belief

dating back to ancient Greeks and
Romans.

6
 Slide-06
The Trait Approach
The most popular traits of leadership
are;
1. Physical traits (5)
2. Intelligence traits (4)
3. Personality traits (16)
4. Task related traits (6)
5. Social characteristics (9)
Total 40
7
 Slide-07
The Behavioral Approach
Behavioral approach proposes that specific
behaviors differentiate leaders from non leaders.
In behavioral approach the focus is not on the
person (leader) but on the behavior of the leader.
Behavior however differs on the basis of power
(authority), motivation and individual’s
orientation towards task/production and people.
Many different classifications of leader ship styles
based on behavioral approach have been
proposed and found to be useful. The followings
are examples.
8
 Slide-07 (Contd.)
a. Leadership based on the use
authority.
b. Rensis Likert's 4 system of
management leadership.
c. The management grid.
d. The leadership continuum.

9
 Slide-08
Leadership Based on the use of
Authority
1. Autocratic.

2. Democratic.

3. Free rein.

10
 Slide-09
Rensis Likert’s 4 System of
Management Leadership
1. System 1 (Exploitive-authoritative)
2. System 2 (Benevolent-authoritative)
3. System 3 (Consultative-democratic)
4. System 4 (Participative-democratic)
Further, according to Likert leadership falls under
two categories.
5. Job-centred.
6. Employee centred.

11
 Slide-09 (Contd.)

He viewed that normally a leader cannot

have concern for both job and employee
simultaneously. He also maintained that
productivity is higher when the
leadership style is employee centred.

12
 Slide-10
The Managerial Grid
Robert Blake and Jane Mouton, disagreed with
previously held thesis offered by Rensis Likert
that managers basically fall either of the 2
categories: leaders who have concern for people
and leaders who have concern for
task/production. Rather, they offered a kind of
structure what they called ‘managerial grid’
representing varying combinations of concern for
people and production.
The grid has two dimensions: ‘concern for people
along the vertical axis’ and ‘concern for
production’ along the horizontal axis.
13
 Slide-10 (Contd.) I
High 9 1X9 . 9X9
8 .
7 .
6 .
5 5X5 .
4 .
3 .
2 .
1 1X1 .
1 2 3 4 5 6 7 7 9X1
Low
Low Concern for production High

Source: Griffin Page 512

14
 Slide-10 (Contd.) II
The five basic styles identified in the grid
represent varying combinations of concern for
people and production.
1.1 Minimal concern for both production and
people.
9.9 Maximum concern for both people and
Production
9.1 Highly concerned about production but little
concern about people.
1.9 Little concern about production but high
concern about people.
5.5 Adequate concern for both production and
people.
15
 Slide-11
The Leadership Continuum
Leadership continuum suggests that
leadership may involve a variety of styles,
ranging from a maximum to a minimum
use of power and influence depending on
the situation.
The continuum thesis recognizes that
which style of leadership is appropriate
depends on leaders, followers and the
situation.
16
 Slide-12
Contingency Approach
The greatman theory, the trait approach and the
behavioral approach is not always the best style to use.
At times there are exceptions, and the prime need for
leader is to identify when to use a different style. A
number of models have been developed that explain
these exceptions, they are called contingency approach.
Contingency approach is also know as situational
approach which means the approach assumes that
appriap leader behavior varies from one situation to
another. The basic message of the approach is that,
leader are the product of given situations.
two studies namely, 1. Fred E. Fiedler and his associates,
and 2. Hersey and Blanchard may be mentioned here.
17
 Slide-12 (Contd.) I
Fiedler’s Contingency approach: Fiedler described
three dimensions of the leadership situation as critical
and those three help determine what style of leadership
will be most effective. These dimensions are:
a. Leader – follower relationship.
b. Task – structure.
c. Position – power.
Hersey and Blanchard’s situational leadership
most: Paul Hersey and Kenneth Blanchard suggests
that most important factor affecting the selection of a
leader’s style is the development or maturity level of
the subordinates. Development level is the task-specific
combination of an employee’s task competence and
motivation to perform (commitment). The following
table may help us to understand the situation.
18
 Slide-12 (Contd.) II

SL. Development or maturity Recommended style of

No. level of subordinates leadership

1. Low ability: low willingness Telling style : Strong directive

2. Low ability: high willingness. Selling style: strong supportive

3. High ability: low willingness. Participating style: consultative

(consultation with employee)

4. High ability: high willingness Delegating style: low direction;

low support.

19
 Slide-13
Types of Leader
1. Traditional (leader of a tribe or clan)
2. Appointed leader
3. Functional leader
4. Situational leader
5. Transactional leader
6. Transformational leader.
7. Charismatic leader

20
 Slide-14
Scope of Leading
- Individual behavior
- Group behavior
 Team processes
 Inter – personal relations and communications
 Influence process
 Organizational Change
 Conflict and negotiation
 Motivation

21
 Slide-15
Motivation – A key Element in Leadership
1. Meaning of motive and its classification
2. Meaning and process of motivation.
3. The measures of motivation.
4. Historical perspectives on motivation.
5. Various theories on motivation.
6. Instruments of motivation.
Instruments types:
Incentive – Financial and Non-financial
Job design
Goal Setting

22
 Slide-16
Meaning of Motives and Its Classifications
In literacy sense motive means the reason behind doing
something.
Motives are classified into three Viz;
1. Primary or unlearned or physiological or biological
(Hunger, thrust, sex, shelter, clothing, medicine)
2. Secondary or learned motive (need for achievement,
power, affiliations, security, and status etc.)
3. General motive (Curiosity, manipulation and
affection)
Where as the general motives seen more important than
the primary ones to the study of human behavior in
organization. But the secondary motives are
unquestionably the most important.
23
 Slide-17
Meaning and The Process of Motivation
Meaning of Motivation: Motivation is a process that
starts with a psychological or physiological deficiency
or need that activate a behavior or a drive on an action
that is aimed at a goal or incentive.
In short, motivation is the set of forces that cause people
to behave in certain ways.

Need → Drive-Action → Goal/Incentive → Satisfaction

Need → cause tension → give rise to → drive or action →
while results in fulfillment of goal or incentive that
brings satisfaction.

24
 Slide-18
Techniques of Measuring Motivation
1. Attitude surveys: Thurston scale,
Likert scale and semantic
differential
2. Record of absenteeism
3. Turnover

25
 Slide-19
Historical Perspectives on Motivation
1. The traditional approach (Economic gains was every one’s
primary motivation)

2. The human relation approach (Experiment of Hawthorne

Plant of Western Electric Company at Chicago by Elton
Mayo and his associates)
Inter personal relationship (social process) and trust
between boss and subordinates

3. The human resource approach (people at the center of

everything) Once people feel important and they get
opportunity they contribute.
26
 Slide-20
Various Theories of Motivation
I. Classical theories
1. Need theory (Abraham Maslow’s hierarchy of need theory)
2.Theory X and theory Y (Douglas Mc Gregor)
3. Two factor theory
Fredrick Herzberg
II. Contemporary theories
1. ERG theory
2. Mc Cleland’s theory of needs
3. Cognitive evaluation theory
4. Goal setting theory
5. Reinforcement theory
6. Equity theory
7. Expectancy theory
8. Attribution theory

27
 Slide-21
Abraham Maslow’s
Hierarchy of Needs

Self
actualization
need

Esteem Need

Social Need

Security/ Safety Need

Physiological Need
28
 Slide-22
Theory X and Theory Y

Assumptions under Assumptions under

theory X theory Y

29
 Slide-22 (contd.) I

Douglas McGregor Propose to distinct types

or views of human being: One basically
negative Level theory X and the other
basically positive level theory Y. Both
theories work under some assumptions.
The assumptions are:

30
Sl. No. Theory X Slide-22 (contd.) II Theory Y
01. Employees basically dislike work Employees view work as being natural
as rest or play

02. Employees in general are Employees are mostly positive minded

backward looking and responsive and responsive to reward. The expect
to coercion and punishment. good treatment from there boss.

03. Employees avoid responsibilities Employees usually like responsibility

and prefer to be directed. and exercise self direction and self
control.

04. Most workers have little ambition Workers in general are ambitious and
and they are devoid of initiative they have initiative and they are
and innovativeness. innovative.

31
 Slide-23
Two Factor Theory
1. Motivating or satisfier factor.
Satisfaction → No Satisfaction.
( Achievement, recognition,
responsibility and work itself etc.)
2.Hygiene factor or dissatisfier factor
Dissatisfaction → No dissatisfaction
(Company policies, work condition,
interpersonal relation, salary etc)

32
 Slide-24
Instruments of Motivation
1. Reward : Financial and non financial
2. Job design : specialization/job rotation,
job enlargements, job enrichment, job
characteristics, social information
processing
3. Goal setting: Both managers and
subordinates together should set goals on
a regular basis. Reward should be
accompanied with reaching goals.
33
 Slide-25
Reward: Financial and Non-financial Incentives
A. Financial – Pay or salary, allowances (such as
housing, transport, education, cost of living,
spouse and children) and benefits (such as
pension plans, social security benefits,
medical coverage etc.).
B. Non–financial – Security of job, opportunity
for promotion, power and influence, social
status and respect, social rewards- fair
supervision, right or access to certain
facilities.
34
 Slide-26
Job Design
Job design is the process by which the
characteristics and qualities of jobs are
determined and created. There are several
approaches to job design.
1. Basic approach: Specialization (natural
starting point)
2. Alternative approaches: Job engineering
(job rotation and job enlargement), job
enrichment, job characteristics, quality of
work life and social information processing.
35
 Slide-27
Typical Activities of a
Successful Leader
1. Traditional management (32%)
2. Human resource management (20%)
3. Routine communication (29%)
4. Networking (19%)

36
Thank You.

37