Motivation and Leadership Theories

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Table of Contents

Introduction
Motivated workforce
Conclusion
Works Cited

Introduction

Leadership is a concept that has been applied in organizations to encourage people to achieve goals. Leaders motivate the followers to achieve the goals of an organization. Therefore, leadership and motivation should be applied together to achieve the intended objectives (Certo, p. 149).

Transformational theory

Leaders apply transformational strategies to change the old systems and install new systems in an organization. In an organization, this can be achieved by collaborating with all stakeholders (Certo, p. 152). From the case study, Jonathan is seen as a transformational leader who is attentive to his workers.

Jonathan is focused on the performance of his group by allowing flexibility in the job environment. He assigns his workers different duties each weak, so the workers do not get bored by doing the same task each week. On the other hand, Dan is supervisor who is adamant to allow his worker change work strategies. Hence, Alex complains about doing the same task each weak. Dan does not believe that the best way of learning is doing the same thing over and over again. Alex condemns the way Dan handles the workers.

Participative theory

Participative theory suggests that ideal leadership style requires the input of others. This helps the member of the group to feel relevant in that organization and engaged in decision making process (Certo, p. 123). In the case study, Jonathan applies this theory by encouraging his employees to notify him when the items are running low. He also empowered them to obtain items from the vendors.

Motivation theories

For employees to perform their duties to the expectations of an organization, they need to be motivated. Several people have suggested varied theories to find out the workers can be greatly motivated.

Contribution theory

The theory was developed by Rensis Likert. According to Likert organizations can be broken down into primitive authoritarian, benevolent authoritarian, consultative and participative systems of management. He suggests an organization that embraces this approach is more likely to have motivated workers than organizations that adopt other system. In the case contest, Dan is flexible enough to allow his workers do their work on the own receives feedback from them regarding the job.

He discusses job issues with Stephanie and lets her actively participate in determining how the work is to be done. Despite the fact that the work seems difficult Stephanie is motivated because she new assignments as chance to learn new things. On contrast, Dan doesn’t discuss work matters with his employees to find out how better the work can be done. This has left Alex disgruntled and disappointed with his leadership style.

Needs Hierarchy theory

This theory postulates that employees are not only motivated by rewards in form of salaries and other bonuses but by also by satisfying employees’ various needs. Such needs are physiological, security, social, esteem and self-actualization. Any organization that tend to focus on satisfying employee needs is bound to have

Motivated workforce

In the case study Jonathan understands this and tries appreciating the work done by his employees. He allows his employees to socially and achieves self-actualization about their work performance. Dan on the other hand limits employee’s freedom of socialization by not letting them have a sense of security and association.

Conclusion

To motivate workers, managers should understand that special attention needs to be paid to worker needs and expectations from organization. They should strive to achieve good working relationship with the workers for proper motivation and performance.

Works Cited

Certo, Samuel. Modern Management: International Version. Harlow: Pearson Education Ltd, 2011. Print.

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