Analyse how theories of motivation may be applied in the practice of leadership Many different motivation theories have been created and dissected over the past century in an attempt to understand human behaviour and answer the question: “what creates the force needed to do things we want to do?” Wikipedia defines motivation as, “The general desire or willingness of someone to do something.” Motivation is a need within us that inspires us to take action. In leadership, motivation theories play a key part in organisational behaviour and creating team success. It forms the centre of influence and therefore effective and inspirational leadership. To be in a position to motivate people, it is key to understand what actually motivates them in …show more content…
Organisations can no longer choose if they want to engage with stakeholders or not; the only decision they need to take is when and how successfully to engage. Stakeholder engagement is relevant to any type of organisation: business, public or civil society. It is particularly important in the context of running an organisation responsibly and is integral to the concept of Corporate Responsibility. Stakeholder engagement is crucially different from stakeholder management: stakeholder engagement implies a willingness to listen; to discuss issues of interest to stakeholders of the organisation; and, critically, the organisation has to be prepared to consider changing what it aims to achieve and how it operates, as a result of stakeholder engagement. Successful management is the art of optimising long-term benefits for the organisation based on reconciling sometimes disparate stakeholders’ wants and needs (investors, employees, customers, suppliers …show more content…
This is appropriate for work involving serious safety risks or with large sums of money. Bureaucratic leadership is also useful for managing employees who perform routine tasks. This style is much less effective in teams and organisations that rely on flexibility, creativity or innovation. Charismatic leadership Charismatic leadership resembles transformational leadership, both types of leaders inspire and motivate their team members. The difference lies in their intent. Leaders who rely on charisma often focus on themselves and their own ambitions, and they may not want to change anything. This feeling of invincibility can severely damage a team or an organisation. Servant leadership A servant leader is someone, regardless of level, who leads simply by meeting the needs of the team. These people often lead by example. they have high integrity and lead with generosity. Their approach can create a positive corporate culture, and it can lead to high morale among team
Within my organization there are many different stakeholders. It is crucial to first understand what a stakeholder means. A stakeholder is a person who has something to gain or lose through the outcome of planning process. Within healthcare there are three types of stakeholders, those who receive health care, those who give health care, and those who manage the financial aspects of health care. Health care organizations do not face just one or a few stakeholders they hold many. Healthcare executives must learn to manage a portfolio of stakeholder relationships.
Not all the stakeholders have the same consideration, for example the manager will have more consideration than the customer. And the stakeholders can influence de business positively
Once all stakeholders are identified, managing their engagement is necessary to ensure continual support and interaction. Management of stakeholders keeps the
Stakeholder engagement; in modern times, the term “stakeholder engagement” has a far wider scope and longer life span than in the past. With emphasis in the modern day being placed on; transparent reporting, good corporate social responsibility and the use of good communication techniques. Stakeholders, are no longer simply those who own portions or shares of the company. In modern times, a stakeholder is any party that can influence the actions or be influenced by the actions of
In the first major paper on stakeholder theory, Edward Freeman and David Reed state that a stakeholder is "Any identifiable group or individual on which the organization is dependent for its continued survival." (Freeman and Reed 89) Given that these groups' input are all vital part of an organization's success, creating solutions that benefit all stakeholders is important for long term success. Solutions that conflict with the interest of one of the stakeholders, could result in that stakeholder withdrawing the support that the organization needs to survive. When leaders of an organizations are servants first, when they "make sure that other people’s highest priority needs are being served" (Greenleaf , “The Servant as leader” 3), then the organization's stakeholders will be invested in the organization's continued success and as a result will be more likely to lend it their support.
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
Neff (2007) suggested that within successful dynamic business environments, customer engagement is an essential and strategic component for enhancing the organizational performance and increasing sales growth. Sedley (2008) also added superior competitive advantage in addition to profitability (Voyles, 2007) to the advantages of strategic customer engagement.
Motivation is an important concept which is critical for understanding of and improvement in organizational behaviour and performance. It is therefore important for the managers to understand motivation. It is an important tool which they can use to get more out of their employees and increase organizational performance. Motivation can be defined as the factors, both internal as well as external which arouse in individuals the desire and commitment for a job (Mele, 2005, p. 15). Organizational performance on the other hand refers to the degree to which the organizational objectives have been achieved.
Stakeholders are those groups or individual in society that have a direct interest in the performance and activities of business. The main stakeholders are employees, shareholders, customers, suppliers, financiers and the local community. Stakeholders may not hold any formal authority over the organization, but theorists such as Professor Charles Handy believe that a firm’s best long-term interests are served by paying close attention to the needs of each of these stakeholders. The modern view is that a firm has responsibilities to all its stakeholders i.e. everyone with a legitimate interest in the company. These include shareholders, competitors, government, employees, directors, distributors, customers, sub-contractors, pressure groups and local community. Although a company’s directors owes a legal duty to the shareholders, they also have moral responsibilities to other stakeholder group’s objectives in their entirely. As a firm can’t meet all stakeholders’ objectives in their entirety, they have to compromise. A company should try to serve the needs of these groups or individuals, but whilst some needs are common, other needs conflict. By the development of this second runway, the public and stakeholders are affected in one or other way and it can be positive and negative.
Motivation is therefore the force that transforms and uplifts people to be productive and perform in their jobs. Maximising an employee's motivation is necessary and vital to successfully accomplish the organisation's objectives and targets. However this is a considerable challenge to any organisation's managers, due to the complexity of motivation and the fact that there is no ready made solution or an answer to what motivates people to work well (Mullins, 2002).
Motivation is the reason or purpose behind action, or what causes one to act in a particular manner. Motivation can either be intrinsic or extrinsic in nature, yet it rests solely within the power of the individual actor to be motivated (or not) by intrinsic and extrinsic motivators. Motivation is an extremely important topic of discussion in the larger discourse on leadership. It is important because it provides the basis for human action, or inaction. Leaders must be able to understand what motivates their followers in a hope to use that knowledge to guide them to behave in a certain way that is beneficial for the organization. To do so, it behooves leaders to understand the basic concepts and theories of motivation that abound.
A charismatic leader is one whose followers are drawn to his or her personality and magnetism. They have extraordinary qualities and are described as almost god-like to those that follow them and look up to them. With being a team leader, their whole purpose is to try and allow for their passion and enthusiasm to rub off on their team members by portraying a positive and energetic attitude. Charisma stems from participating in something you truly have a passion for, something that undoubtedly sparks your interest. Charismatic leaders seem to become apparent in troubled times, whether it being within personal relationships or within an organization, simply because an inspiring personality helps to reduce any stress or anxiety amongst its followers. Charismatic leaders strongly appeal to the values and morals of their followers and the psychological ...
Motivation refers to an internally generated drive to achieve a goal or follow a particular course of action (Exploring Business, 2014, Chapter 7, p. 21). The reason why motivation is highly sought after and important for the human side of management and leadership is there needs to be a person willing to motivate a group of individuals to strive to be better. Individual’s need different forms of motivation such as with a pay raise, altered work schedules, better benefits, or even telecommuting to make them happy and feel empowered to get the job done. When people feel motivated they tend to pass it along and motivate others. Leading by example goes a long way. It is human nature to want to feel valued and appreciated. Motivation needs to also rank higher on the scale of values because without it people would have no goals, no desires to achieve something better, and no guidance on how to
Stakeholders are interest of an individual or groups that directly or indirectly affected by the organisation’s activities, policies and objectives (Henry Frechette, 2010). Stakeholders can be divided as internal (managers and employees) and external (shareholders, customers, and suppliers) (BPP F9). Different stakeholders may have common interests or conflict interests with company. Company board members or management must take care about stakeholders’ interest. They can’t make the decision based on their own interest or their relation with others organisation. Conflict of interest will arise when interests of organisation act in concert with managers’ personal interests or interests of another person or organisations, (Anon, no date).
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subject, touching on several disciplines.