Motivation for followers
Motivation is what drives your followers to perform. Lack of motivation will yield bad performance, just as exceptional performance can yield exceptional results. So, as a leader, the ability to motivate your followers is an essential to the success, or failure of your firm.
One of the motivation strategies available to managers to enhance work performance is the theory that goals influence performance: the goal setting theory of motivation. Goals provides a tangible result that the employee can works towards, allowing them to conceptualize the path towards the goal, and how much work the employee must put in to achieve said goal (Robbins & Judge, 2013, p. 104). In addition, the theory asserts that the more difficult the goal, the higher the job performance (Robbins & Judge, 2013, p. 104). However, the leader cannot just assign difficult goals, and hope for high performance from the follower. One of the addendums to this theory is that the follower must believe the goal can be attained, and want the results to occur in order for the theory to apply. Belief, and desire are essential to creating a highly motivated follower.
In order for followers to believe in the goals, the leader must believe in them as well. “If you’re not fully committed to a vision or idea, you won’t appear confident” (Sosik & Jung, 2009, p. 145): if you’re not personally confident in the possibility of this goal, you can’t expect your followers to be confident in your vision, and you won’t be successful in motivating your followers into action either. One of the reasons a leader, such as Steve Jobs, is successful, is their ability to inspire their followers, articulate their vision of what the company should be, translate that into tangible goals, and convince their employees that they want to achieve this as well. Confidence in the success of your vision is the first step to creating desire in your follower. As a leader, you want you followers to buy into your vision, your goals, and inspire
One of the motivation strategies available to managers to enhance work performance is the theory that goals influence performance: the goal setting theory of motivation. Goals provides a tangible result that the employee can works towards, allowing them to conceptualize the path towards the goal, and how much work the employee must put in to achieve said goal (Robbins & Judge, 2013, p. 104). In addition, the theory asserts that the more difficult the goal, the higher the job performance (Robbins & Judge, 2013, p. 104). However, the leader cannot just assign difficult goals, and hope for high performance from the follower. One of the addendums to this theory is that the follower must believe the goal can be attained, and want the results to occur in order for the theory to apply. Belief, and desire are essential to creating a highly motivated follower.
In order for followers to believe in the goals, the leader must believe in them as well. “If you’re not fully committed to a vision or idea, you won’t appear confident” (Sosik & Jung, 2009, p. 145): if you’re not personally confident in the possibility of this goal, you can’t expect your followers to be confident in your vision, and you won’t be successful in motivating your followers into action either. One of the reasons a leader, such as Steve Jobs, is successful, is their ability to inspire their followers, articulate their vision of what the company should be, translate that into tangible goals, and convince their employees that they want to achieve this as well. Confidence in the success of your vision is the first step to creating desire in your follower. As a leader, you want you followers to buy into your vision, your goals, and inspire