Leadership and Controlling Flashcards
involves the social and informal sources of influence that you use to inspire
action taken by others.
- It means giving instructions, guiding, counselling, motivating and directing the staff in an
organization in doing work to achieve organizational goals.
Leading
ask questions
* inspire & motivate
people-oriented
* show you how
* calculated risk taker
* Doing the right things (efficiency)
Leaders
- give direction
- instruct
- task-oriented
- tell you what
- minimize risks
- Doing things right (effectiveness)
Managers
encourages individuals to work enthusiastically, often performing more work than what is required.
Motivation
THEORIES OF MOTIVATION
-MASLOW’S HIERARCHY OF NEEDS
-MCCLELLAND’S THEORY OF NEEDS
-MCGREGOR’S THEORY X AND THEORY Y
A person will be motivated when all his needs are fulfilled.
- People do not work for security or money, but they work to contribute and to use their skills.
- He demonstrated this by creating a pyramid to show how people are motivated and mentioned that one cannot ascend to the next level unless lower-level needs are fulfilled.
MASLOW’S HIERARCHY OF NEEDS
Self- actualization: achieving one’s full potential. including creative activiies
Esteem needs prestige and feeling of accomplishment
Belongingness and love needs: intimate relationships, friends
Safety needs: security, safety
Physiological needs: food, water, warmth and rest
MASLOW’S HIERARCHY OF NEEDS
was a psychologist who studied positive human qualities and the lives of exempla- ry people. In 1954, Maslow created the Hierarchy of Human Needs and expressed his theories in his book, Motivation and Personality.
]\
ABRAHAM HAROLD MASLOW
A person’s motivation to reach his or her full potential. As shown in Maslow’s Hierarchy of Needs, a person’s basic needs must be met before self-actualiza- tion can be achieved.
SELF ACTUALIZATION
David McClelland affirms that we all have three motivating drivers, which do not depend on our gender or age.
One of these drives will be dominant in our behavior. The dominant drive depends on our life experiences
MCCLELLAND’S THEORY OF NEEDS
McClelland’s Achievement Motivation Theory
Need for Power
Need for Achievement
Need Affiliation
need for controlling own work or the work of others
They are concerned about their level of influence than about effective work performances
Power
need for controlling own work or the work of others
They are concerned about their level of influence than about effective work performances
Power
need to accomplish competence
They prefer tasks that provide for personal responsibility.
Achievements
need for love, belonging and social acceptance
They are motivated by being liked and accepted by others.
AFFILIATION
MCGREGOR’S THEORY X AND THEORY Y
THEORY X AND THEORY Y
(authoritative style of management)
leaders assumes that some employees are:
- lazy or not motivated by the work
- unambitious
* avoid responsibility
- self-centered
* prefers to be directed
Reward or punishment system is effective
Theory X
(participative style of management)
leaders assumes that subordinates do not:
- dislike the work
- self-motivated
- creative
- seeks responsibility (leadership roles)
- self-directed
Threats or punishment are far less effective
Theory Y