Leadership and Motivation

Topics: Motivation, Leadership, Management Pages: 9 (2860 words) Published: November 23, 2008
"Leadership is a process where one person influences a group of others to achieve group or organizational goals- Leadership is thus about motivation."

Table of Contents

TopicPage Number
1Executive Summary3
2.1Leadership Definition4
3The Four Main Phases of Leadership Theory4
4.1Motivation Models and Theories7
5Motivation and Leadership Styles8
6Case Study- Royal Bank of Scotland Group: Motivation and Leadership10 7Conclusion11

1. Executive Summary
This paper is about leadership and motivation. One of the main issues is whether a leader can effectively lead individuals (be they employees or not) without motivating them in way or another.

Leadership is firstly defined and the role it plays in the organization and in life. Next the theories of leadership are introduced with simple examples illustrating each of the theories. Subsequently, motivation is introduced, defined alongside with theories of motivation.

A table with leadership and motivational styles, based on the work of Robert Webb is introduced and explained.

An application on leadership and motivation is introduced following a case on Royal Bank of Scotland (RBS) and the motivational factors they use in order to lead their employees- followed by a conclusion.

2. Leadership
Leadership, as a process, shapes the goals of a group or organization, motivates behavior toward the achievement of those goals, and helps define group or organizational culture. It is primarily a process of influence. The success of any organization could be attributed mainly to successful leadership. The search for effective leaders has been the goal of most major organizations. Despite this, leadership is also a dynamic and changing process- influence may always be there but that doesn’t mean that the person carrying out that influence doesn’t change. Though management and leadership are related, they are not considered in most management studies to be the same thing. A person could be a leader, a manager, both or neither (Moorhead and Griffin, 2004). Management fundamental functions rotate around rationality, control and consistency whereas leadership is concerned with the main functions of direction-setting, inspiration, vision, creativity, legitimacy and consent in public affairs (Paton, 1996)

2.1 Definition:
Griffin (2002) defined leadership as follows:
Leadership is both a process and a property. As a process, leadership-focusing on what leaders actually do- is the use of non-coercive influence to shape the group’s or organization’s goals, motivate behavior toward the achievement of those goals, and help define group or organization culture. As a property, leadership is the set of characteristics attributed to individuals who are perceived to be leaders. Thus, leaders are people who can influence the behaviors of others without having to rely on force; leaders are people whom others accept as leaders (p.520)

Motivating people has a prominent focus on leadership. Leaders have the inspirational power to direct people towards the goals. Motivation could be achieved by different routes such as rewards, creation of teams, coalitions, training, directing and human relations.

3. The Four Main Phases of Leadership Theory:
TheoryMain Tenets
TraitsPersonal traits, some of which are hereditary and encompass a big variety such as intelligence above average, self-assurance and confidence, drive , motivation, knowledge, “helicopter effect” to indicate ability to rise above particulars of a situation and perceive it in an overall way, good physical health, integrity, faith, courage, etc. Traits could lead to success at different situations at hand. Example: most of the powerful leaders are good speakers and communicators. Hitler can be used an example- he convinced and instructed people to carry out unimaginable things to others causing much suffering to the world during his reign in...

References: 1) Alexander, A. (2005). The rule of three: a unified theory of leadership, Business Strategy Review, Autumn 2005, pp 36-39
2) Covey, Stephen R (1990)
3) Doyle, M.E. and Smith, M.K (2005).Classical Leadership, http://www.infed.org/leadership/traditional_leadership.htm (accessed Dec. 5th, 2006)
4) Griffin, R.W
5) Hay, A and Hodgkinson, M (2005). Rethinking Leadership: A Way Forward for Teaching Leadership, http://www.emeraldinsight.com (accessed Dec. 2nd, 2006)
6) Mankins, M.C
7) Moorhead, G and Griffin, R.W. (2004). Organizational Behavior, 7th edition, Houghton Mifflin Company, Boston
8) Paton, C
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