Community Capacity Building Program Leadership and Motivation

1. Community Capacity Building Program Leadership and Motivation

2. Learning Objectives • Understanding the relationship between leadership and motivation • Motivation through a psychological framework • Leadership theories/styles • Participative leadership • Qualities of successful leaders

3. Introduction 2 major influences affect how individuals perform: • The type of leadership that exists • Personal motivation • Important to look at these two concepts as interconnected and dependent on individual situations

4. What is motivation? • Motivation is defined as “the extent to which persistent effort is directed toward a goal” 1. Effort - must be defined in relation to its appropriateness to the objectives being pursued. 2. Persistence - relates to the willingness of the individual to stay with a task until it is complete 3. Direction - measured in terms of how persistent effort is applied in relation to the goals being pursued 4. Goals - individual goals and organizational goals (must be compatible)

5. Types of motivation • ExtrinsicMotivation - Factors in the external environment such as pay, supervision, benefits, and job perks • Intrinsic Motivation - Relationship between the worker and the task

6. 5 Ways to Motivate a Team • Figure out what makes them tick (individual needs) • Give clear expectations • Consistent reinforcement and consequences • Healthy competition • Change out team members

7. Activity 1 – Identifying Goals • Create a thought web linking current and future goals of the organization to internal or external motivators • Example: Goal: Increase sales by 10% Motivators: Top seller receives financial bonus if goal is reached (extrinsic) Top seller gets to choose their next project (allowing seller to pursue work-based interest would increase intrinsic motivation)

8. Needs-based Motivation • Maslow’s Hierarchy of Needs: • Physiological • Safety • Relationship • Esteem • Self-actualization • The more you move from basic to higher level needs, the more motivation depends on internal factors • Important that organizations present opportunities to satisfy such needs

9. Needs-based Motivation • Alderfer’s ERG Theory: • Existence • Relatedness • Growth • Similar to Maslow’s Hierarchy in that it focuses on a differing levels of needs, which are usually satisfied in order of importance • Unlike Maslow’s theory in that it allows for higher needs to be met before lower-level needs under certain circumstances

10. Needs-based Motivation • McClelland’s Theory of Needs: • Achievement • Affiliation • Power • Concerned with the behavioral consequences of need • Non-hierarchical

11. Needs-based Motivation • These three theories present a useful approach for thinking about organizational behavior • One is not inherently better than the other; The point is to apply the concepts of internal/external motivation to individual situations

12. Motivational Goals Most goals fall within two categories: • Performance goal - individual is concerned with acquiring favorable judgment from his or her peers, supervisors, or authority figures (extrinsic) • Learning goal - individual uses feedback to increase his or her competence (intrinsic)

13. Activity 2 – Needs and Motivation • In small groups, answer the following questions: • Whose needs are satisfied through my organization? (Owners, employees, clients, etc.) • What are some needs of each group? (Relatedness? Achievement?) • What is the best way to address those needs to reach goals?

14. Leadership • Once it is known what motivates people, leadership can be thought of in relation to individual situations • Two main types of leaders: • Emergent • Assigned

15. Leadership – Shaping Behavior • Rewards – the most effective type of reinforcement • E.g. Compliments, tangible benefits, etc. • Punishments – have minimal impact on behaviour • E.g. Reprimands, withholding of raises, unfavorable task assignments, etc.

16. Leadership Styles • Directive - includes scheduling work, maintaining performance standards, and letting subordinates know what is expected from them • Supportive - friendly, approachable, and concerned with pleasant interpersonal relationships. • Participative – leaders will consult with their subordinates, and consider their opinions. • Achievement-oriented - encourages subordinates to exert higher efforts and strive for a higher level of goal accomplishment.

17. Situational Factors • 2 major situational factors affecting leader success: • Subordinate Characteristics – aptitude, individual needs • Environmental factors – task urgency, clarity, appropriateness of leader’s style to the situation, timing

18. Participative Leadership • Has a wide range of applications – Can have total involvement of subordinates in implementation, planning, etc. • Possible benefits of participation: • Motivation • Quality • Acceptance • Possible Pitfalls • Requires a lot of time and energy • Resentment • Best to use this style when employees are part of a team for an extended period and are knowledgeable/proficient

19. Leadership Styles • Vroom and Jago’s styles: • Autocratic • Consultative • Group

20. Qualities of Successful Leaders • Intellectual Stimulation • Energy • Self-confidence • Assertiveness • Dominance • Motivation • Honesty and Integrity • Charisma

21. Final Activity – Leadership Considerations • Through other activities, goals, needs, and possible motivators were identified. Now, take time in groups to discuss the best leadership style for one’s own situation. • Questions to consider: • How involved do others need or want to be? • Is participative leadership an option? Why or why not? • What environmental considerations are there? Are there external influences? • Is it possible to adapt your leadership style to different situations? Give examples

22. Participants’ Input

24. Conclusion and Evaluation • Review objectives • Review any additional expectations • Review Parking Lot • Point out Certificates of Participation • Complete evaluation • Thank you! Community Capacity Building Program http://www.ibrd.gov.nl.ca/regionaldev/capacitybuilding.html