The
word “motivation” came to light from a Latin word “movere” that means to move.
Thus, it generates a reflection of uplifting the employees and supporting them
to achieve certain objectives and goals (Korth 2007). The motivation is a
strong element that strength the abilities and behavior and which activate the
propensity to continue it is an internal force , which drives to accomplish un
satisfied needs and to achieve a directive objectives (Dobre 2017).
What is Leadership?
A leader is one or more people who influence, train, equips others who have diverse abilities, skills and focus to achieve the organization mission and Objectives
(Winston and Patterson 2006). In current rapid changing world, the
organization leadership is contemplating as a censorious success factor and it
is all managers’ responsibility to display the capability and at all levels of
the organization also feel the need to cooperate with others to achieve the
desired results (Korejan and Shahbazi 2016). Leadership positions are
inveterate in work settings to help organizational to achieve the organizational
goals and objectives which improves the productivity and profits and they
should identify, establish and translate the direction for their followers and
facilitate the organizational processes that should result in the achievement
of this objective (Zaccaro & Klimoski 2013).
Leadership styles
Considering the definitions there are many theories and strategies which explains the leadership styles from 1840’s.
- Great Man Theory – Which is introduce by Thomas Carlyle in 1840’s describes on capacity for leadership is inherent, that great leaders are born, not made (Amanchukwu et al, 2015)
- Trait Theory – Introduces by Francis Galton in 1930 – 1940‟s suggest on the aspects on people inherit certain qualities or traits make them better suited to leadership (Khan et al, 2016)
- Behavioral Theory - Kurt Lewin, John Fryer and others suggest in 1940’s describes that they belief on leaders can be create on learnable behavior (Sharpe 1993)
- Contingency Theories - Fiedler in 1964 illustrate on how the contingent factors influence design and function of leader (Vidal et al, 2017)
- Situational Theory - Hersey and Blanchard 1969 suggested that leaders identify the best solution based upon situational conditions or circumstances (Thompson & Glaso 2018)
- Skills Approach – Katz Mumford, Zaccaro, Harding, Jacobs and Fleishman suggested that learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership (Amanchukwu et al, 2015).
- Transactional Theory - Max Weber and Bernard Bass describes in 1978 focus on the role of supervision, organization performance and the exchanges that take place between leaders and followers (Kabeyi 2020)
- Transformational Theory - Burns , Bass & Avolio, Bennis & Nanus , Kouzes & Posner describes the concept as the connections formed between leaders and followers and effective components of leadership and charismatic approach (Korejan & Shahbazi 2016)
Limitations to employee
motivation due to leadership styles
Motivation
and leadership aspects are mostly combined in the current consumer durable
industry and when evaluating leadership motivation is always incorporated with
it (Karunarathne 2019). When evaluating the leadership theories it was noticed
that the percent situation what the organization, which I worked for is
following is transactional leadership model. Transactional
leadership organizations are keener, and focuses on exchanges occur between
leaders and followers. It allows organizations to execute their short-term
objectives and goals, motivate employees with rewards, create more followers,
and focus on improving the efficiency and to minimize risk in a challenging
environment (McCleskey 2014). Considering the practice the organization
motivate the employees with rewards and punishment schemes and tries to achieve
short-term goals. Due to the chain of commands from top to bottom the
organizations work on a clear structure on communication and guidance. Also,
due to the chain of commands the organization can easily implement new
procedures and it’s easy to follow from the employee end. Due to the
transactional leadership style the organization follows a inflexible leadership
and it discourages the innovation and creativity of the employees to find
suitable ways and cost effective ways in this current pandemic and competitive
environment. Also, it creates more followers than leaders and its more focuses
on consequences instead of rewards (Sultana et al.2015). Considering above
factors It’s more constructive to implement transformational than transactional
in a growing organization (Bass 1990). It helps motivate the employees
using much more collaborative aspects to gain trust and to be more engaged with
the organization. Full range leadership theory evaluates the concept on
improving productivity, communication, understanding, motivation and
creativity, which will lead to increased company profits and revenue (Barbuto
et at,2007). Considering the leadership styles and theories in practice its
more effective and convenient to implement the transformational style using
full range leadership theory within the organization and Converting the subordinates
from transactional to transformational through full range style will improve
the motivation and moral of them in the current pandemic situation and to
innovate and implement new ways to reduce the operational cost (Sultana et
at.2015).
Reference
Bernard M.Bass (1990), From
transactional to transformational leadership: Learning to share the vision,
Organizational Dynamics Volume 18, Issue 3, Winter 990,
Pages 19-31
Bruce E. Winston and Kathleen
Patterson (2006), An Integrative Definition of Leadership, International
Journal of Leadership Studies, Vol 01
Buddhika Karunarathne (2019), Impact
of leadership styles on employees’ motivation, a case study of shahjalal islami
bank limited, Bangladesh
Geir Thompson and Lars Glaso (2018),
Situational leadership theory: a test from a leader-follower congruence
approach, Leadership & Organization Development Journal.
Gelmar Garcı´a Vidal, Reyner Perez
Campdesun (2017), Contingency theory to study leadership styles of small
businesses owner-managers, International Journal of Engineering Business
Management.
Jim Allen McCleskey (2014),
Situational, Transformational, and Transactional Leadership and Leadership
Development, Journal of Business Studies Quarterly
Jone E Barbuto and Lance L. Cummine (2007), Full Range
leardership, University of Nebraska- Lincoln
Korth,
M. 2007. Maslow - Move Aside! A Heuristical Motivation Model for Leaders in
Career and Technical Education. Journal of industrial teacher education, 5-36.
Louise Sharpe and Nichola Starrier
(1993), Towards a Cognitive-Behavioural Theory of Problem Gambling, British
Journal of Psychiatry, p.407
M. Moradi Korejan and H. Shahbazi
(2016), An analysis of the transformational leadership theory, Journal of
Fundamental and Applied Sciences
M. Moradi Korejan and H. Shahbazi
(2016), An analysis of the Transformational leadership Theory, Journal of
Fundamental and Applied Sciences
Moses J.B. Kabeyi (2020),
Transformational Vs Transactional Leadership with Examples , The International
Journal Of Business & Management
Ovidiu-Iliuta Dobre (2017), Employee
motivation and organizational performance, Review of Applied Socio- Economic
Research
Rose Ngozi Amanchukwu, Gloria Jones
Stanley and Nwachukwu Prince Ololube (2015), A Review of Leadership Theories,
Principles and Styles and Their Relevance to Educational Management, School of
Public Health Nursing, Rivers State College of Health Science and Technology
Stephen J. Zaccaro and Richard J.
Klimoski (2013), Understanding the Performance Imperatives Confronting Today's
Leaders, The Nature of Organizational Leadership
Umme Salma Sultana, Mohd Ridzuan Darun
and Liu Yao (2015), Transactional and transformational Leadership, Which works
best for now?, International Journal of Industrial Management
Zakeer Ahmed Khan, Dr. Allah Nawaz and
Irfanullah Khan (2016), Leadership Theories and Styles: A Literature Review,
Journal of Resources Development and Management.
Transactional leadership or transactional management is the part of one style of leadership that focuses on supervision, organization, or performance and the challenges in transactional leadership is that, being overly focused on short-term goals and not having long-term goals can cause a company to struggle with adversity(Bass & Berson, 2003).
ReplyDeleteFurther, transactional leadership might lead to specialization of tasks targeting high productivity which will eventually lead to limitations in motivation(Frank, 2003)
DeleteThank you for your valuable comments and considering the transactional leadership style the leaders tend to apply short-term goals than long term and the employees are more obeying to the chain of commands from the top management. As Sultana and other scholars explain in 2015, the leadership style is inflexible, insensitive and it discourages the creativity and innovation due to the chain of command process. Also due to that it creates more followers than leaders and transactional leadership style will be useful for pandemic situations to take actions quickly and will be easy to implement.
DeleteWhile agreeing on statement that motivated employees and their commitment can be considered as a great asset (Denton,1987). Adding to that, it is rewarding for a organization to have motivated and committed employees with high productivity (Denton, 1987).
ReplyDeleteThank you for your valuable comments and motivation is a main factor that drives productivity and performance and a motivated employee will have the desire to achieve a certain performance level, leading to goal-directed behavior and a role model to subordinates (Mitchell 1982). To motivate employees, the organization leaders must focus on identifying the drives and necessities of the employee seeking to satisfy in terms of personal and working environment. The core factor, which will inspire employees to, to achieve corporate goals, provide better service, innovation, or to increases productivity is to keep the subordinates happy and motivated and it will boost the company performance in overall aspects (Varma 2017).
DeleteBaluch (2006) defines motivation as a force of a person that induces him to attain the desired goals. Actually motivation is extracted by word “Motive”. This means to move in pursuit of goals. Every person has some objectives which have to be fulfilled. That’s why management must allocate motive to every individual or team to achieve goals for management.
ReplyDeleteAccording to Gray and Starke (1997) leadership is a quality of an individual that inspire the followers for achieving their goals. Leadership is not only to direct the follower but also assist in a critical condition when they require support. As we can say that leadership is combination of two aspects, which is process and property. Leadership is process of influencing the subordinates through direction and also supports for achieving their desired objectives, on the other hand property as the inborn quality of an individual that is attributed for getting success through followers. Slocum and Hellriegel (1982)
Leader is a person who shapes knowledge of individuals and teams with communication and support straight in achieving organizational goals (Dervić 2017). Managers should implement and identify on how to motivate employees and used appropriate motivation tools or mechanisms. Only when a motivational mechanism connects the business and individual goals of an employee to their individual needs will affect them to be more satisfied and productive (Svetic, 2010). A motivated workforce means highly fruitful staff, all of which will help overcome cooperation objective and goals and it will lead to better profits and outcomes of the organization (Sabri 2017). These employees tend to work more lightly, freely and passionately on their duties and it will help produce better levels of creativity and imagination (Sabri 2017). Leadership positions are inveterate in work settings to help organizational to achieve organizational goals and objectives that improve productivity and profits and they should identify, establish and translate the direction for their followers and facilitate the organizational processes that should result in the achievement of this objective (Zaccaro & Klimoski 2013).
DeleteThe effort and performance expectancy link of followers would be broken, if a leader establishes a too difficult goal, then the result would be a decline in motivation and lower motivation will affect employees with a negative expectation (Schaffer, 2008). So leader’s role is to aid the employee positive expectation for retrieving fruitful outcomes from the organization (Schaffer, 2008).
ReplyDeleteAdding to your post, the 4I model of transformational leaders, talks about ‘Inspirational Motivation’ to be a key component of a transformational leader. As the name suggest the leader will articulate a compelling vision for the future for his followers that will provide meaning and challenge to the work and inspire motivation for his followers (Bass & Riggio, 2008).
ReplyDeleteAccording to research findings by Algazo, A.M (2016), leaders who adapt to transformational leadership and transactional leadership are more likely to create a motivating environment among their employees. Also the findings indicate that employees prefer a transformational leadership style than to a transactional leadership style. (Algazo, A.M.et al.2016)
ReplyDelete