Leadership, Motivation and Controlling
Leadership, Motivation and
Controlling
Dr. Amany Edward Seedhom
Professor of public health
Leadership
•
Leadership is a
process
focused on bringing
people together
to
accomplish
a
goal
set for
the organization at the
highest
level of
excellence.
It involves directing, influencing
and motivating employees to perform
essential tasks
Leader
•
Focuses on the future
•
Establishes vision and
direction
•
Focus on goals
•
Makes change
•
Inspire- Motivate- Influence
•
Leader “does the right
things”
Manager
•
Focuses on the present
•
Focus on tasks/process
•
Achieves balance
•
Plan- Organize- Coordinate
•
Manager “does the things
right
The five leadership styles of the
managerial grid
The way a leader typically behaves towards his
followers/group members
Includes:
1-
Impoverished
: (stay out of trouble )
It is characterized by low concern for both people and
production. The primary objective of style is for managers
to stay out of trouble .
2-
Country club:
It is characterized as a high concern for
people and a
low concern for production. The primary objective is to
create a secure and comfortable atmosphere and trust that
subordinates will respond positively.
•
3-
Produce or perish:
A high concern for production and a low
concern for people characterize it . The primary objective is to
achieve the organization's goals. It is not necessary to
consider employees' needs as relevant
•
4-
Middle –of- the road:
A balance between workers' needs
and the organization's productivity goals characterize it . The
primary objective is to maintain employee morale at a level
sufficient to get the organization's work done.
•
5-
Team :
It is characterized by a high concern for both people
and production . The primary objective is to establish
cohesion and foster a feeling of commitment among workers
DIFFERENT LEADERSHIP MODELS:
•
a. Autocratic leadership
involves making managerial
decisions without
consulting other, and implies power over others.
Characteristics
include:
- The leader makes the decision
-
Little input from others
-
Autocratic leadership involves absolute, authoritarian
control over a group.
-
Members of the group are rarely trusted with
important tasks or decision
Advantages
•
Decisions are made speedily
•
Useful where decision is
unfavorable.
•
Useful in cases where
followers are incompetent.
Disadvantages
•
Has negative effect on
group morale –
•
decisions may not be
supported.
•
- Can create ‘yes’ mentality
among group members
•
b.
Participative or democratic leadership
consists of
managers and employees working together to make
decisions.
Characteristics
include:
-
Group members are encouraged to share ideas and
input; the leader frequently makes the decision.
-
Individuals feel more involved in the group process.
-
Creativity is encouraged and rewarded.
Advantages
•
increased morale of
members.
•
support for final decision.
•
better decisions through
shared ideas.
Disadvantages
•
Slower decision.
•
Diluted accountability for
decisions.
•
Possible compromises
designed to please all
•
c. Laissez faire or free-rein leadership
involves
leader exercises very little control or influence
over group members.
•
Characteristics
include:
- Involves managers setting objective and
employees being relatively free to do whatever it
takes to accomplish those objectives
- Role of leader is facilitative
Advantages
•
Increased opportunity for
individual development.
•
All persons are given a
chance to express
themselves and function
independently.
Disadvantages
•
Lack of group cohesion and
unity toward org. goals.
•
Lack of direction and
control.
•
Inefficiency and chaos
•
The trait approach:
Set of characteristics were identified to assist in
selecting the right people to become leaders.
1- Physical traits include being young to middle-aged, energetic, tall, and
handsome.
2- Social background being educated at the '' right" schools and being
socially prominent or upwardly mobile. Social characteristics include being
charismatic, charming , tactful , popular , cooperative , and diplomatic .
3- Personality traits include being self-confident , adaptable , assertive , and
emotionally stable .
4- Task-related characteristics include being driven to excel , accepting of
responsibility , having initiative , and being results-oriented
Motivation
Definition:
It is the set of processes that moves a
person towards a goal.
It is used to describe the forces within the individual
that account for the level, direction, and persistence
of effort expended at work.
•
A REWARD is a work outcome of positive value
to the individual.
EXTRINSIC REWARDS
are externally
administered (e.g., pay and praise).
INTRINSIC REWARDS
are self-administered as
the feelings of personal development
-
Both Intrinsic and Extrinsic rewards can help the
manager to achieve maximum motivational
impact.
Maslow's Hierarchy of Needs
•
Maslow wanted to understand what motivates people.
Maslow (1943) stated that people are motivated to achieve certain needs.
When one need is fulfilled a person seeks to fulfill the next one, and so on.
The earliest and most widespread version of Maslow's (1943, 1954)
hierarchy of needs
includes five motivational needs, often depicted within
a pyramid
•
This five stage model can be divided into basic
needs (e.g. physiological, safety, love, and
esteem) and growth needs (self actualization).
•
One must satisfy lower level basic needs
before progressing on to meet higher level
growth needs.
Controlling
•
Definition:
Controlling
is an evaluation of how well an
organization has achieved its goals and to take
any
corrective actions
needed to maintain or
improve performance.
•
The outcome of the control process is the ability
to measure performance accurately and regulate
organizational efficiency and effectiveness
Steps of control process
•
1. Establish performance standards
•
2. Measuring actual current performance
•
3. Comparing actual performance against a
standard
•
4. Taking corrective action if necessary
There are two types of standards:
•
Output Standards: measure performance
results in terms of quantity, quality, cost, or
time.
•
Input Standards: measure work efforts that go
into a performance task. (measure resources)
The comparison of actual performance with
desired performance establishes the need for
action. Ways of making such comparisons
include:
•
Historical / Relative / Engineering
•
Benchmarking
Benchmark:
the standard of excellence
against which to measure and compare. Used
to compare your own organizational
performance against that of other
organizations considered to have "best
practices".
Importance of controlling
•
1- Ensures
effective and efficient utilization
of
organizational resources so as to achieve the
planned goals
•
2- Provide
information and feedback
on
employee performance.
•
3-
Minimize
workplace
disruptions
and
determine future actions to take.
•
4- Helps maintain
compliance
with essential
organizational
rules and policies.
Types of control
•
Preliminary control
- Feed-forward control
- Accomplished before a work activity begins
-They make sure that proper directions are set
and that the right resources are available
Concurrent control
•
Steering control
•
Focus on what happens during the work
process.
•
They monitor ongoing operations and
activities to make sure that things are being
done correctly.
Post-action control
•
Feedback control
•
They focus on end results.
•
Take place after an action is completed.
•
Managers can rely on people to exercise self-
control (internal) over their own behavior.
Alternatively, managers can take direct action
(external) to control the behavior of others.
Thank you
Leadership is a process of bringing people together to achieve organizational goals, involving directing, influencing, and motivating employees. Explore leadership styles, such as autocratic leadership, and the managerial grid's five styles. Understand the differences between managers and leaders, their focus, and objectives. Learn about the importance of balancing task completion and employee needs in effective leadership.
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Presentation Transcript
Leadership, Motivation and Controlling Dr. Amany Edward Seedhom Professor of public health
Leadership Leadership is a process focused on bringing people together to accomplish a goal set for the organization at the highest level of excellence. It involves directing, influencing and motivating employees essential to perform tasks
Leader Manager Focuses on the future Establishes vision and direction Focus on goals Makes change Inspire- Motivate- Influence Leader does the right things Focuses on the present Focus on tasks/process Achieves balance Plan- Organize- Coordinate Manager does the things right
The five leadership styles of the managerial grid The followers/group members way a leader typically behaves towards his Includes: 1- It is characterized by low concern for both people and production. The primary objective of style is for managers to stay out 2- Country club: It is characterized as a high concern for people low concern for production. The primary objective is to create a secure and comfortable atmosphere and trust that subordinates will Impoverished: (stay out of trouble ) of trouble . and a respond positively.
3- Produce or perish: A high concern for production and a low concern for people characterize it . The primary objective is to achieve the organization's goals. It is not necessary to consider employees' needs as relevant 4- Middle of- the road: A balance between workers' needs and the organization's productivity goals characterize it . The primary objective is to maintain employee morale at a level sufficient to get the organization's work done. 5- Team : It is characterized by a high concern for both people and production . The primary objective is to establish cohesion and foster a feeling of commitment among workers
DIFFERENT LEADERSHIP MODELS: a. Autocratic leadership involves making managerial decisions consulting other, and implies power over others. without Characteristics include: - The leader makes the decision - Little input from others - Autocratic leadership involves absolute, authoritarian control over a group. - Members of the group are rarely trusted with important tasks or decision
Advantages Decisions are made speedily Useful where decision is unfavorable. Useful in cases where followers are incompetent. Disadvantages Has negative effect on group morale decisions may not be supported. - Can create yes mentality among group members
b. Participative or democratic leadership consists of managers and employees working together to make decisions. Characteristics include: - Group members are encouraged to share ideas and input; the leader frequently makes the decision. - Individuals feel more involved in the group process. - Creativity is encouraged and rewarded.
Advantages increased members. support for final decision. better decisions shared Disadvantages Slower decision. Diluted accountability for decisions. Possible designed to morale of through ideas. compromises please all
c. Laissez faire or free-rein leadership involves leader exercises very little control or influence over group members. Characteristics include: - Involves employees being relatively free to do whatever it takes to accomplish those objectives - Role of leader managers setting objective and is facilitative
Advantages Disadvantages Lack of group cohesion and unity toward org. goals. Lack of direction control. Inefficiency Increased opportunity for individual development. All persons are given a chance themselves independently. and to and express function and chaos
The trait approach: Set of characteristics were identified to assist in selecting the right people to become leaders. 1- Physical traits include being young to middle-aged, energetic, tall, and handsome. 2- Social background being educated at the '' right" schools and being socially prominent or upwardly mobile. Social characteristics include being charismatic, charming , tactful , popular , cooperative , and diplomatic . 3- Personality traits include being self-confident , adaptable , assertive , and emotionally stable . 4- Task-related characteristics include being driven to excel , accepting of responsibility , having initiative , and being results-oriented
Motivation Definition: It is the set of processes that moves a person towards a goal. It is used to describe the forces within the individual that account for the level, direction, and persistence of effort expended at work.
A REWARD is a work outcome of positive value to the EXTRINSIC REWARDS administered (e.g., INTRINSIC REWARDS are self-administered as the feelings of - Both Intrinsic and Extrinsic rewards can help the individual. externally praise). are pay and personal development manager to achieve maximum motivational impact.
Maslow's Hierarchy of Needs Maslow wanted to understand what motivates people. Maslow (1943) stated that people are motivated to achieve certain needs. When one need is fulfilled a person seeks to fulfill the next one, and so on. The earliest and most widespread version of Maslow's (1943, 1954) hierarchy of needs includes five motivational needs, often depicted within a pyramid
This five stage model can be divided into basic needs (e.g. physiological, safety, love, and esteem) and growth needs (self actualization). One must satisfy lower level basic needs before progressing on to meet higher level growth needs.
Controlling Definition: Controlling is an evaluation of how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance. The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness
Steps of control process 1. Establish performance standards 2. Measuring actual current performance 3. Comparing actual performance against a standard 4. Taking corrective action if necessary
There are two types of standards: Output Standards: measure performance results in terms of quantity, quality, cost, or time. Input Standards: measure work efforts that go into a performance task. (measure resources)
The comparison of actual performance with desired performance establishes the need for action. Ways of making such comparisons include: Historical / Relative / Engineering Benchmarking Benchmark: the standard of excellence against which to measure and compare. Used to compare your own organizational performance against that of other organizations considered to have "best practices".
Importance of controlling 1- Ensures effective and efficient utilization of organizational resources so as to achieve the planned goals 2- Provide information employee performance. 3- Minimize workplace determine future actions to take. 4- Helps maintain compliance with essential organizational rules and feedback on disruptions and and policies.
Types of control Preliminary control - Feed-forward control - Accomplished before a work activity begins -They make sure that proper directions are set and that the right resources are available
Concurrent control Steering control Focus on what happens during the work process. They monitor ongoing activities to make sure that things are being done correctly. operations and
Post-action control Feedback control They focus on end results. Take place after an action is completed.
Managers can rely on people to exercise self- control (internal) over their own behavior. Alternatively, managers can take direct action (external) to control the behavior of others.
