Leadership and Motivation

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In this essay I will set upon doing the following two questions:

1) Explain in detail one of the theories of motivation and assess its value in the current business environment

2) Explain one of the contingency theories of leadership.

1) The one theory of motivation that I will be explaining in the first question is Abraham Maslow’s needs hierarchy; some may call it his content theory of motivation aswell. The theory was based around nine needs that Maslow found out through research that effected people motivation in work. The nine different needs are listed below.

1) Biological needs: These are basic needs for human life to survive, for example the need for food water rest an oxygen

2) Safety needs: These are needs for the worker to feel protected in the organisation. To feel security and comfort with in the workplace

3) Affiliation needs: These are the workers needs to feel associated by the organisation. It is a feeling of belongingness, almost like a relationship with work.

4) Esteem needs: for the worker to feel strength, achievement, recognition and appreciation. They want to be respected by other employees that they work with, they want to be valued. They want to feel as if they are progressing in the work place, as if they are working towards a goal.

5) The need to Know and Understand: The need for the employee to understand there job and gain more in dept knowledge about it.

6) Aesthetic needs: For structure and attractiveness

7) Transcendence need: This need is usually described as “ cosmic identification ”

8) The Need of Freedom and Expression

9) The needs of Self-actualization: to progress and develop to our full potential

Maslow broke the needs into a hierarchy structure ranging them in order fro...

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...re on his/her subordinates. A task-oriented manager ignores resistance from the subordinates, combats the uncertainty around the workplace and achieves good results.

Many see flaws in Fiedler’s theory as they feel that it does not take in to account the feeling and needs of the subordinates in the group. It also discards technical competence that the leader must have to be successful. Some also feel that the process of LPC (Least Preferred Co-worker) is very negatively worded and this situation can be very hard to measure.

However despite these flaws there is some strengths to take out of the theory, firstly it backs up the importance of identifying the contextual factors in deciding the leaders behaviour. It also provides managers with a process to help them identify there leadership style so that they can develop or correct it if needed.
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