Motivation and leadership

Question 1

What are the three types of motivation?

Answer 1

Bribe/ Incentive - Carrot

Rules/threats - Stick
Intrinsic motivation

Question 2

Incentives (carrots)

Answer 2

Based on rewards - bonuses

• studies have shown that line managers over-rate the importance of pay as a means of motivating.
• People value other things more highly e.g. job satisfaction, enjoyment
• May be demotivating if people do not get rewarded how they feel they deserve to be

Question 3

Threats (sticks)

Answer 3

• Motivate using carrots first then use ‘sticks’ if they do not respond.
• Threats involve rule, backed up with punishment (disciplinary procedure)

Disadvantages;

• may not be motivating as it is possible to do a bad job and still be within the rules
• ‘fear culture’ may be ineffective in long run. e.g people find ways to blame others, hide problems.
• unpleasant working culture

Question 4

Intrinsic motivation

Answer 4

most powerful motivator
- where people derive real satisfaction from aims or outcome of task deriving personal benefit from undertaking the work.
intrinsic motivators include;
- task is enjoyable
- personal responsibility
- contribution to society

Question 5

motivation in projects

Answer 5

carrot and stick may be used for contractors may also be used for members but this has limited effectiveness as PM does not have power to issue pay rise etc.

Question 6

how can PM increase motivation?

Answer 6

• sell benefits of project, share the ‘big picture’ and get buy in
• goals and objectives made clear
• involvement, participation in planning and consultation
• empowerment, vision
• team spirit

Question 7

What defines effective leadership?

Answer 7

• exercising influence for a purpose
• altering others’ attitudes/behaviours to achieve specific goals
• leader’s influence is accepted by followers

Question 8

How does a project manager both lead and manage?

Answer 8

lead - originate, innovate, influence others

manage - manage resources, administer project, processes, monitors and controls

Question 9

what is the role of the leader?

Answer 9

Achieve the task
Build and maintain the team
Develop the individual there are interactions and tensions between these variables

ABD

Question 10

what is the ‘telling’ leadership style?

Answer 10

leader controls and co-ordinates tasks are delegated for followers to perform (one brain, many hands)

Question 11

what is the ‘enabling’ leadership style

Answer 11

leader communicates the aims of the task provides environment where people carry out the work themselves relies on intrinsic motivation (many brains, many hands)

Question 12

What is the Hersey and Blanchard (1988) theory of situational leadership?

Answer 12

The theory that effective leaders should adapt their leadership styles depending on their followers’ competence (how much direction) and confidence (how much support).

support = support to do the task on their own

There are 4 leadership styles
structuring
coaching
encouraging
delegating

Question 13

what is structuring (according to situational leadership)

Answer 13

high directive, low support - appropriate for someone new/inexperienced needing direction

Question 14

what is coaching (according to situational leadership)

Answer 14

Reduce direction, increase support

• as someone gains confidence, a directive style is less appropriate
• the leader takes a more ‘questioning’ approach and asks individual for their input and guides them

Question 15

what is encouraging (according to situational leadership)

Answer 15

direction and support reduced as individual gains both confidence and competence mentoring role taken by the leader, individual is given more freedom and leader provides constructive feedback

Question 16

what is delegating (according situational leadership)

Answer 16

Low direction and low support Individual is able and confident to do the job

Leader allows autonomy and responsibility but must remain with ‘eye on the ball’ without interfering

Question 17

Why is it important for PM to make clear the level of authority when delegating?

Answer 17

otherwise it causes considerable confusion can lead to team-members having to ask PM for authority on decisions Or making decisions they do not have authority to.

Question 18

what are the limitations of situational leadership?

Answer 18

• people have their own leadership styles and may not be able to adapt to different situations
• individuals may not respond to the different leadership styles in the ways expected
• there may be a critical situation, where the leader cannot use a certain leadership style

Question 19

What is Belbin’s framework for analysing why some people fit in certain jobs and others don’t?

Answer 19

Considers two dimensions;

• eligibility (entry criteria) - qualitifcations, experience, references
• suitability (performance criteria) - aptitude, versatility, personal qualities

Question 20

What conclusions can be made about how fit an individual is using Belbin’s framework?

Answer 20

Based on eligibility (entry criteria) and suitability (performance criteria), whether or not someone is a good fit can be determined;

Ideal fit

eligible and suitable - in high demand

Poor fit

eligible but unsuitable - has qualifications on paper but lacks skills to do job - may be disruptive

Surprise fit

Ineligible but suitable

Total misfit

neither eligible or suitable