The theories of leadership and motivation

The theories of attracters and motivation leadership is the character which every organisation wants to see in their staff and the person who is self motivated and who ignore motivate the police squad members become a computable film director. Leadership is nothing and shake up the police squad draw is the one who does it, inspiration is nothing but motivation. So leading and motivation is a chemistry which can take either difficult task to achievement. The lead and motivation chemistry is mostly face-saving in management sector whether it is in business or in the squad every individual posses leading but the one who practices on the go become a perfect leader.The main aspect a leader consists is a vision for the certain purpose. When a task or project is taken over by a companionship the company searches for a leader who posses knowledge on the project and vision how to break up the project, reserve use of colleagues and give the organisation a profit on it. A le ader tends to determine the task to be continued and win over to be taken identify to crystallise the organisation profitable.There ar several theories on leadership by great leaders near of them say that leadership is an action not position or person. These theories attend to to prep ar a perfect leader, all these theories ar proposed and practiced by great leaders and managers but freshst management considers a leader who follows his role.Leadership theoriesConsidering leadership reveals school of supposition giving unlike leadership theories such as Great creation surmise, peculiarity scheme, behaviourist hypothesis, situational leadership speculation, eventuality theory, transactional theory and transformational theory.Great man theory is the one proposed onward twentieth century where it says that leaders atomic number 18 born with the talent and leader should be a man this lead to the next theory trait theory.Trait theoryThe trait theory rose from the concept s of the Great Man approach. This theory leads to identify the important characteristics of a successful leader. The people who got the characters as defined by the traits approach are isolated or shortlisted and those are recruited as leaders. This type of approach was mostly implemented in war machine and still used in some of the area.According to the trait theory the person who got the following skills is said to be a trait.Ambitious and success orientedAdaptable to all kinds of situationsCo operative to all the members in the organizationHighly active or energeticDominativeGood decisiveness making ability egotism-confidentAdaptable to stress conditions andDependable.These are the characters which make a person trait and they should posses some skills which areSkillsIntelligent complete conceptuallyCreativeFluent in speakingTactfulSelf motivated and self beliefSkilled sociallyWhen these kinds of skills and characters are place in the person, the person is recruited in the gro up.Behavioural theoryThe trait hear out doesnt give any conclusive results and it was hard to measure some much critical issues such as honesty, integrity and loyalty. This leaded the attention to be diverted on to the behaviour theories. The behaviour theory focuses on gentleman kind and success surgical operation as well.According to behavioural theory the manager believes that the pull ining environment should be like an entertainment place where the expenditure of mental and physical efforts is treated to be play and rest. The musical theme of manager is an average person not only learns to accept but also judge responsibility. The people will automatically learn to exercise self- witness and self direction to achieve the goal or target. The organisational problems can become imaginative and creative.Contingency theory modelThis theory illustrates that there are many ways for the manager to lead the team to get best outcome. According to the situation the manager can f ind a best way to get the best outcome.Fiedler worked on contingency theory fit to that he looked for three situations which define the condition of a managerial task.Leader and team member alliance dissemble body structure or project structurePosition and powerThe manager should confirm relation with their team members to get along and create confidence and make them feel free to think about the task and give their ideas to jockstrap the task to be consumeed. Project structure is the ruminate highly integrated or unstructured or in between. The power shows how much representation a manager does posses.This theory rates the manager whether the manger is kinship oriented or task oriented. The task oriented managers gets success in such situations where there is good leader and team member blood and structured projects or tasks doesnt matter whether the position power is weak or strong. And get success when the project is unstructured and does have any kind of good vision by having a strong power and position. The variables which change the task such as environmental variables are combined in a heavy some and differentiated as favourable and uncomplimentary situations. The task oriented management style depends on the favourable and admonishing environment variables but the relationship management style stays in the middle by managing or changing the variables to accumulate with their style.Both styles of managements got their sides to be good when all the performance and team work well in the tasks. There is no good or bad management in these two managements. Task motivated management style leaders do best when the team performs well and they are good in achieving good sales record and performance better than their competitor where as the relationship oriented leaders are helpful to gain positive guest service and build a positive image to the organisation.Transactional and transformational leadershipTransformational leadership is a relationship o f mutual simulation and elevation that converts the henchmans in to leaders and may convert leaders into moral agentsTransformational leadership is communicating with the leaders and the team members to take them to higher level something like a leader can become a moral agent and the follower can become a leader.Transactional leadership technique builds the person to finish the certain task such as job done for the meter being.Some of the differences between transactional and transformational leadership areTransactional style of leadership builds a man to complete a certain task where as transformational styles builds a member to become a leader.This focuses on task completion and tactical style of management where as transformational leadership focus on strategies and missions.These are some theories of the leadership which shows how a leader act on different situations and how different leaders behave to get success in the organization. motive in ManagementTheories of motivatio nThe theories of motivation can be carve up into 3 broad categories.Reinforcement theories emphasize the means through which the fulfil of controlling an individuals behavior by manipulating its consequences takes place.Content theories focus primarily on individual need the physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate.Process theories focus on the thought or cognitive processes that take place within the minds of people and that control their behavior.Early Theories of MotivationHierarchy of unavoidably conjecture system X and theory YMotivation-Hygiene speculationContemporary Theories of MotivationERG TheoryMcClellands Theory of NeedsCognitive Evaluation TheoryTask Characteristics TheoriesGoal-Setting Theory fair play TheoryHierarchy of Needs TheoryAbraham Maslow hypothesized that within every humanity being there exists a hierarchy of five needs1. Physiological.2. Safety.3. Social.4. Esteem.5. Self-actualization.Maslow and then categorized these 5 needs into lower-order needs and higher-order needs.Lower-order needs are needs that are satisfied externally physiological and safety needs.Higher-order needs are needs that are satisfied internally (within the person) social, esteem, and self-actualization needs.Theory X and Theory Y of Douglas McGrogorMcGregor concluded that a managers vision of the nature of human beings is establish on a certain blend of assumptions and that he or she tends to barf his or her actions toward subordinates according to these assumptionsEmployees naturally dislike work and, whenever likely, will search to avoid itSince employees dislike work, they must be coerced, controlled, or threatened with penalization to achieve goalsEmployees will avoid responsibilities and seek formal direction whenever possibleMotivation-hygiene TheoryAccording to Herzberg, the factors leading to job satisfaction are dividing and explicit from those that leads to job dissatisfaction. Hygie ne factors include factors such as company insurance and administration, supervision, interpersonal relations, working conditions, and salary. Motivator factors include factors such as attainment, recognition, the work itself, responsibility and growth.Hygiene FactorsCompany rule and managementSupervision railroad tie with supervisorWork circumstancesSalaryRelationship with peersPersonal spiritednessassociation with subordinatesStatusSafetyMotivator FactorsattainmentcreditWork itselfResponsibilityprogressionGrowthContemporary Theories of MotivationERG TheoryERG Theory proposed by Clayton Alderfer of Yale University Alderfer fights that there are three groups of core needs1) public2) Relatedness3) GrowthExistence group is worried with providing our basic material conception requirements. Relatedness group is the desire we have for maintaining important interpersonal relationshipsMcClellands Theory of NeedsMcClellands theory of needs focuses on three needs1) Achievement2) magnate3 ) AffiliationCognitive Evaluation TheoryAllocating extrinsic rewards for behaviour that had been antecedently intrinsically rewarded tends to decrease the overall level of motivation. (This concept was proposed in the late 1960s.)The interdependence of extrinsic and intrinsic rewards is a real phenomenonTask Characteristics TheoriesThese theories seek to identify task characteristics of jobs, how these characteristics are combined to form different jobs, and their relationship to employee motivation, satisfaction, and performance.Goal-setting theorySpecific and difficult goals lead to higher performance. Feedback leads to higher performance than non-feedback. In addition to feedback, 2 other factors have been found to influence the goals-performance relationship. These are1. Goal commitment.2. Sufficient self-efficacy.Equity TheoryIndividuals make comparisons of their job inputs and outcomes relatives to those of others and then act in response so as to pull away any inequities. St acy Adams proposed that this negative tension state provides the motivation to do something to improve it.There are 4 referent comparisons that employee can use1. Self-inside.2. Self-outside.3. other inside.4. Other outside.ConclusionThe change in the leadership theories time by time says that the leader should posses certain characters which lead the organisational success whether to believe in maintaining a relationship or to go on tactically the manager or the leader should act to the situation and get success at the end. Depending on the companies motive the leader should react or behave with the team members to achieve the target. Usually maintaining a good relation helps to make the team members life easy and manage the work happily. The team members become much innovative and achieve targets easily where as with tactical style leadership may create some sort of pressure on the team members, there is no guarantee that in every situation relative ship management is succes sful. the leader should adapt himself for the situation and act according to a particular situation. We have discussed above only a parade of the motivation theories and thoughts of the various proponents of management .In some of the theories and opinion presented, however, one can observe some glimpses of the person and how, perhaps, he or she could be motivated. This is satisfy in itself. But, as noted earlier, practice has been in advance of theory in this field, so let us now move to the graphic side of management of human behaviour and motivation in the workplace.REFERNCESAstraZeneca (1999) Leadership in AstaZeneca. AstraZeneca HR, Dec 1999Bass, B. (1985) Leadership and Performance Beyond Expectations. New York renounce Press.Blackler, F. and Kennedy, A. (2003) The Design of a Development Programme for Experienced TopBergmann, H., Hurson, K. and Russ-Eft, D. (1999) Everyone a Leader A grassroots model for thenew workplace. New York John Wiley and SonsGosling, J. and Mintzb erg, H. (2003) Mindsets for Managers. working(a) paper, Centre for LeadershipStudiesHersey, P. and K.H. Blanchard (1977) Management of Organizational Behaviour. Englewood Cliffs NJPrentice hal1Rodgers, H., Frearson, M., Holden, R. and Gold, J. (2003) The Rush to Leadership. Presented atManagement Theory at Work conference, Lancaster University, April 2003Tannenbaum, R. and Schmidt, W. (1958) How to choose a leadership pattern. Harvard BusinesReview 36(2), 95-101