Republic of the Philippines

BOHOL ISLAND STATE UNIVERSITY

Main Campus
CPG North Avenue, Tagbilaran City
Vision: A premier Science and Technology university for the formation of the world class and virtuous human resource for sustainable development in Bohol and the country.
Mission: BISU is committed to provide quality higher education in the arts and sciences, as well as in the professional and technological fields; undertake research and
development and extension services for sustainable development for Bohol and the country.

MASTERANDS : Jessa May B. Reyes Lyra T. Racaza

Mary Grace D. Madula Sr. Elnida A. Surmion
Daisy Mae R. Gepalago Vernise Joy S. Oclarit
Wenna Mae Alo Gemalyn A. Gamalo
Madeline M. Salisali Angelica C. Clenista
Marilyn C. Paña

SUBJECT : Human Relations

TOPICS : Understand Your Motiviations and Be a Leader
PROFESSOR : Mrs. Maria Gema S. Solon

UNDERSTAND YOUR MOTIVATIONS

by: Jessa May B. Reyes
What is Motivation?
Motivation is the reason for people's actions, willingness and goals. Motivation is derived from the word
motive which is defined as a need that requires satisfaction. These needs could be wants or desires that are
acquired through influence of culture, society, lifestyle, etc. or generally innate.
HUMAN MOTIVATION AT WORK
PROGRESSION OF JOB WITHDRAWAL

One of the basic theories on job dissatisfaction is the progression of job withdrawal theory, developed
by Dan Farrell and James Petersen. It says that people develop a set of behaviors in order to avoid their work
situation. These behaviors include behavior change, physical withdrawal, and psychological withdrawal.

Within the behavior change area, an employee will first try to change the situation that is causing the
dissatisfaction. For example, if the employee is unhappy with the management style, he or she might consider
asking for a department move. In the physical withdrawal phase, the employee does one of the following:

 Leaves the job

 Takes an internal transfer
 Starts to become absent or tardy

If an employee is unable to leave the job situation, he or she will experience psychological withdrawal.
They will become disengaged and may show less job involvement and commitment to the organization, which
can create large costs to the organization, such as dissatisfied customers, not to mention the cost to employee
and his or her unhappiness in the job.

Often, our process of job withdrawal has to do with our lack of motivation, which we will discuss in the
next section.

Figure 1.1  Process of Job Withdrawal

 THEORIES ON HUMAN MOTIVATION
HAWTHORNE STUDIES

Between 1927 and 1932, a series of experiments were conducted by Elton Mayo in the Western Electric
Hawthorne Works company in Illinois. Mayo developed these experiments to see how the physical and
environmental factors of the workplace, such as lighting and break times, would affect employee motivation.

This was some of the first research performed that looked at human motivation at work. His results were
surprising, as he found that no matter which experiments were performed, worker output improved. His
conclusion and explanation for this was the simple fact the workers were happy to receive attention from
researchers who expressed interest in them. As a result, these experiments, scheduled to last one year, extended
to five years to increase the knowledge base about human motivation.

The implication of this research applies to us as employees, even today. It tells us that our supervisors
and managers should try to do things that make us feel valued. If not, we need to find ways to feel we add value
to the organization.
CARROT AND STICK
The Carrot and Stick approach of motivation is based on the principles of reinforcement and is given
by a philosopher Jeremy Bentham, during the industrial revolution. This theory is derived from the old story of
a donkey, the best way to move him is to put a carrot in front of him and jab him with a stick from behind. The
carrot is a reward for moving while the stick is the punishment for not moving and hence making him move
forcefully.

Thus, an individual is given carrot i.e. reward when he performs efficiently and is jabbed with a stick or
is given a punishment in case of non-performance. While giving the punishments, the following points need to
be taken care of:

1. Punishment is said to be effective in modifying the behavior if an individual selects a desirable

alternative behavior.
2. If the above condition does not occur the behavior will be temporarily suppressed and may reappear
after the punishment is over.
3. The punishment is more effective when given at the time the undesirable behavior is actually performed.
4. The management should make sure, that punishment is properly administered and does not become a
reward for the undesirable behavior.

Thus, carrot and stick approach of motivation should be applied carefully such that, both have the positive
motivational effect on the people in the organization.

In business today, the stick approach refers to “poking and prodding” to get employees to do something.
The carrot approach refers to the offering of some reward or incentive to motivate employees. Many companies
use the stick approach, as in the following examples:

 If you don’t increase your sales by 10 percent, you will be fired.

 Everyone will have to take a pay cut if we don’t produce 15 percent more than we are currently
producing.

As you can imagine, the stick approach does little to motivate us in the long term! While it may work for
some time, constant threats and prodding do not motivate.

The carrot approach might include the following:

 If you increase sales by 10 percent, you will receive a bonus.

 If production increases by 15 percent, the entire team will receive an extra day off next month.

The carrot approach takes a much more positive approach to employee motivation but still may not be
effective. For example, this approach can actually demotivate employees if they do not feel the goal is
achievable. Has this ever happened to you at work? Some reward was offered, but you knew it wasn't really
achievable? If so, you know how this can actually be demotivating! Also, if organizations use this as the only
motivational technique, ignoring physiological rewards such as career growth, this could be a detriment as well.

MASLOW’S HIERARCHY OF NEEDS

by: Mary Grace D. Madula

Maslow's hierarchy of needs is a theory in PSYCHOLOGY proposed by Abraham Maslow in his 1943

paper "A Theory of Human Motivation". It is used to study how humans intrinsically partake in behavioral
motivation. Furthermore, this theory is a key foundation in understanding how drive and motivation are
correlated when discussing human behavior. It is often portrayed in the shape of a pyramid with the largest,
most fundamental needs at the bottom and the need for self-actualization and transcendence at the top.

Figure 1.2 Maslow’s Hierarchy of Needs

The most fundamental and basic four layers of the pyramid contain what Maslow called "deficiency
needs" or "d-needs": esteem, friendship and love, security, and physical needs. If these "deficiency needs" are
not met, there may not be a physical indication, but the individual will feel anxious and tense.

Physiological needs
Physiological need is a concept that was derived to explain and cultivate the foundation for motivation.
It is considered the main physical requirements for human survival. This theory states that humans are
compelled to fulfill these physiological needs first in order to pursue intrinsic satisfaction on a higher level. If
these needs are not achieved, it leads to an increase in displeasure within an individual, thus resulting in a
decrease of motivation.
 In order to pursue intrinsic motivation higher up Maslow's hierarchy, Physiological needs must be met
first. This means that if a human is struggling to meet their physiological needs, then they are unlikely to
intrinsically pursue safety, belongingness, esteem, and self-actualization.
Physiological needs include:
Homeostasis, Food, Water, Sleep, Shelter, Sex

Safety Needs

Once a person's physiological needs are relatively satisfied, their safety needs take precedence and
dominate behavior.
Safety and security needs are about keeping us safe from harm. These include shelter, job security,
health, and safe environments. If a person does not feel safe in an environment, they will seek to find safety
before they attempt to meet any higher level of survival.
Safety and Security needs include:

 Personal security = basic entitlement of human rights

 Emotional security = stability of an individual’s emotional state
 Financial security = condition of having stable income to support for a living
 Health and well-being = a state of complete physical, emotional and social well-being
 Safety needs against accidents/illness and their adverse impacts

Social Belonging
After physiological and safety needs are fulfilled, the third level of human needs are seen to be
interpersonal and involves feelings of belongingness. This need is especially strong in childhood and it can
override the need for safety as witnessed in children who cling to abusive parents.
Deficiencies within this level of Maslow's hierarchy – due to hospitalism, neglect, shunning, ostracism,
etc. – can adversely affect the individual's ability to form and maintain emotionally significant relationships in
general.
Social Belonging needs include:

 Friendships = a mutual affection between people

 Intimacy = interpersonal relationship that involves physical & emotional intimacy
 Family = group of people related by consanguinity

According to Maslow, humans need to feel a sense of belonging and acceptance among social groups,
regardless of whether these groups are large or small. Humans need to love and be loved – both sexually and
non-sexually – by others, and the absence of this may lead to loneliness, social anxiety, and clinical depression.

Self-esteem
Esteem needs are ego needs or status needs. People develop a concern with getting recognition, status,
importance, and respect from others. It presents the typical human desire to be accepted and valued by others.
Maslow noted two versions of esteem needs: a "lower" version and a "higher" version.

The "lower" version of esteem is the need for respect from others. This may include a need for status,
recognition, fame, prestige, and attention. The "higher" version manifests itself as the need for self-respect. For
example, the person may have a need for strength, competence, mastery, self-confidence, independence, and
freedom.
People with low self-esteem often need respect from others; they may feel the need to seek fame or
glory. However, fame or glory will not help the person to build their self-esteem until they accept who they are
internally.

Self-actualization

"What a man can be, he must be."This level of need refers to what a person's full potential is and the
realization of that potential. Maslow describes this level as the desire to accomplish everything that one can, to
become the most that one can be. As previously mentioned, Maslow believed that to understand this level of
need, the person must not only achieve the previous needs but master them. 
 Self-actualization can often be described as a value-based system when discussing its role in
motivation. Since all levels of Maslow's hierarchy must have been met in order to acquire this level, seeking to
fulfill this form of satisfaction can be defined as an explicit motive.An explicit motive can be defined as a
reward-based system that is used to intrinsically pursue certain values or goals.
Individuals who are motivated to pursue this level are seeking and understanding how their sense of self-
partakes within their human behavior. Self-actualization can include:

 Mate Acquisition, Parenting, Utilizing Abilities, Utilizing Talents, Pursuing a goal, Seeking Happiness

Maslow's classification hierarchy has been revised over time. The original hierarchy states that a lower
level must be completely satisfied and fulfilled before moving onto a higher pursuit. However, today scholars
prefer to think of these levels as continuously overlapping each other. This means that the lower levels may
take precedent back over the other levels at any point in time.

HERZBERG TWO-FACTOR THEORY

by: Daisy Mae R. Gepalago

He is an American psychologist. In 1959, he published The Motivation to

Work, which described his studies to determine which aspect in a work
environment caused satisfaction or dissatisfaction.
Frederick Herzberg
The Two-Factor Theory
1. Motivational Factors. According to Herzberg, the motivational factors yield positive satisfaction.
These factors are inherent to work. These factors are called satisfiers and involved in performing the job.
Employees find these factors intrinsically rewarding. The motivators symbolized the psychological
needs that were perceived as an additional benefit.

The things that satisfied the employees were motivators. The top six motivation factors:
 Achievement. The employees should/must have a sense of achievement. This depends on the job. There
must be a fruit of some sort in the job.
 Recognition. The employees should be praised and recognized for their accomplishments by the
managers.
 The work itself. The work itself should be meaningful, interesting and challenging for the employee to
perform and to get motivated.
 Responsibility. The employees must hold themselves responsible for the work. The managers should
give them ownership of the work.
 Advancement
 Growth. There must be growth and advancement opportunities in an organization to motivate the
employees to perform well.

2. Hygiene Factors. Hygiene factors are those job factors which are essential for existence of motivation
at workplace. These do not lead to positive satisfaction for long term. But if these factors are absent/ if
these factors are non-existant at workplace, then they lead to dissatisfaction. These factors are extrinsic
to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to
avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors
symbolized the physiological needs which the individuals wanted and expected to be fulfilled.

The things that dissatisfied the employees were the hygiene factors. The top six hygiene factors:
 Company policies. The company policies should not be rigid. They should be fair and clear. It should
flexible working hours, dress code, breaks, vacation, etc.
 Supervision. Make sure there’s supportive and effective supervision.
 Relationship with manager. There should be no conflict or humiliation element present.
 Work conditions. The working conditions should be clean and hygienic. The work equipments should
be updated and well-maintained.
 Salary. The pay or salary structure should be appropriate and reasonable. It must be equal and
competitive to those in the same industry in the same domain.
 Relationship with peers. The relationship of the employees with his peers should be appropriate and
acceptable.

4 different combinations can exist at work:

 1: High hygiene and high motivation
This is the ideal situation. Employees are very motivated and barely have any complaints.

2: High hygiene and low motivation

Employees have few complaints, but they’re not really motivated, they see their work simply as
a pay check.

3: Low hygiene and high motivation

Employees are motivated, their job is challenging, but they have complaints about salary or work
conditions.

4: Low hygiene and low motivation

This is the worst possible situation; employees are not motivated and have a lot of complaints.

Implications of Two-Factor Theory

The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy of the
hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure that the work is
stimulating and rewarding so that the employees are motivated to work and perform harder and better. This
theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize the employee’s
skills and competencies to the maximum. Focusing on the motivational factors can improve work-quality.

MCGREGOR (X-Y THEORY)

He proposed the X-Y theory in his 1960 book called The Human
Side of Enterprise. McGregor’s theory gives us a starting point to
understanding how management style can impact the retention of
employees. His theory suggests two fundamental approaches to managing
people.

Douglas McGregor

2 Styles of Management
1. Theory X ( Authoritarian )
Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally
unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or
punished constantly to make sure that they complete their tasks.

This style of management assumes that workers:

 Dislike their work.
 Avoid responsibility and need constant direction.
 Have to be controlled, forced and threatened to deliver work.
 Need to be supervised at every step.
 Have no incentive work or ambition, and therefore need to be enticed by rewards to achieve goals.

2. Theory Y ( Participative )
Theory Y managers have an optimistic, positive opinion of their people, and they decentralized,
participative management style. This encourages a more collaborative , trust-based relationship between
managers and their team members.

This style of management assumes that workers are:

 Happy to work on their own initiative.
 More involved in decision making.
 Self-motivated to complete their tasks.
 Enjoy taking ownership of their work.
 Seek and accept responsibility, and need little direction.
 View work as fulfilling and challenging.
 Solve problems creatively and imaginatively.
 Figure 1.3 Two Styles of Management (McGregor Theory)

As you can see, these two beliefs systems have a large variance, and managers who manage under the X
theory, may have a more difficult time retaining workers. Therefore, these theories are based on the attitude, not
attributes.

STRATEGIES USED TO INCREASE MOTIVATION

by: Madeleine M. Salisali

Motivation

It is derived from the word motive which is defined as a need that requires satisfaction.
It is an important aspect to understanding what makes us happy or unhappy at our jobs.
It is a force that inspire a person at work to intensify his willingness to use the best of his capability for
achievement of specify objectives.
Classification of Motivation

1. Positive and Negative

2. Financial and Non- financial
3. Extrinsic and Intrinsic

Increasing motivation in the workplace can help improve performance, raise morale and boost
productivity. Companies implement many strategies to keep us motivated at work. Here are the common
strategies for getting employees excited and energized.

1. Salaries and Benefits

 The primary reason people go to their jobs every day.
Salary

 A fixed amount of money or compensation paid to an employee by an employer in return for

work performed. Salary is commonly paid in fixed intervals, for example, monthly payments the
annual salary.
 Salaried persons are generally said to be doing “white collar jobs”.
Benefits

 Are the additional considerations or benefits which an employee gets from its company, more
than just hourly wages.

Most Common Benefits:

1. Medical Insurance
2. Disability Insurance
3. Life insurance
4. Retirement Benefits
5. Domestic Partner Benefits
6. Paid Time Off
7. Fringe Benefits

2. Training and Development

 Is one of the main functions of the human resource management department.
  Employee training and development implies a program in which specific knowledge, skills
and abilities are imparted to the employees, with the aim of raising their performance level, in
their existing roles, as well as providing them learning opportunities, to further their growth.
Training

 It implies a process of upgrading an individual’s knowledge, skills and competencies.

Development

 Refers to the overall holistic and educational growth and maturity of people in managerial
positions. The process of development is in relation to insights, attitudes, adaptability, leadership
and human relations.

BENEFITS OF TRAINING AND DEVELOPMENT

a. Improved employee performance – The employee who receives the necessary training is more
able to perform in their job.The training will give the employee a greater understanding of their
responsibilities within their role, and in turn build their confidence.
b. Improved employee satisfaction and morale – The investment in training that a company
makes shows employees that they are valued. The training creates a supportive workplace.
c. Addressing weaknesses – Most employees will have some weaknesses in their workplace skills.
A training program allows you to strengthen those skills that each employee needs to improve.
d. Consistency – A robust training and development program ensures that employees have a
consistent experience and background knowledge.
e. Increased productivity and adherence to quality standards –Productivity usually increases
when a company implements training courses.
f. Increased innovation in new strategies and products – Ongoing training and upskilling of the
workforce can encourage creativity.
g. Reduced employee turnover – Staff are more likely to feel valued if they are invested in and
therefore, less likely to change employers.
h. Enhances company reputation and profile – Having a strong and successful training strategy
helps to develop your employer brand and make your company a prime consideration for
graduates and mid-career changes.

3. Performance Appraisal
 Is a formalized process to assess how well an employee does his or her job.
 Is a regular review of an employee’s job performance and overall contribution to a
company.
 Also known as an “annual review”, “performance review or evaluation” or “employee
appraisal”, a performance appraisal evaluates an employee’s skills, achievements and
growth, or lack thereof.

Why Need To Evaluate Employee Performance?

Good employees want to know how they are doing, what is expected them, how well they are meeting
those expectations, how they can improve, and what their supervisors think about the way they are doing their
work.

Performance Appraisal Types

Most performance appraisals are top-down, meaning supervisors evaluate their staff with no
input from the subject. But there are other types:

 Self assessment
 Peer assessment
 360-degree feedback assessment
 Negotiated appraisal
 SUCCESSION PLANNING
by: Lyra T. Racaza
- a process of identifying and developing internal people who have the potential for filling
positions. It increases the availability of experienced and capable employees that are prepared to assume
these roles as they become available. Taken narrowly, “replacement planning” for key roles is the heart
of succession planning.

WHY SUCCESSION PLANNING IS A MOTIVATIONAL STRATEGY?

 It keeps an employer well prepared for sudden exit of employees on leadership roles. Reduces
the negative impact of losing key employees and supports business continuity like before.
 Managers are able to identify skill sets, strengths and weaknesses of their team members.
 Employees who are identified as successors get a fair chance to be groomed and enhance skills
through well-planned training and opportunities.
 It creates a positive work environment and leaves employees feeling extremely satisfied in terms
of career progress and highly motivated.

 FLEXTIME, TELECOMMUTING AND SABBATICALS

 FLEXTIME – can also be spelled as “flexitime”. Flextime is a work policy that allows employees
to choose the times in which they work during the day. It may mandate that employees be in the
office during certain hours to allow for meetings and collaboration.

WHY FLEXTIME IS A MOTIVATIONAL STRATEGY?

 Workers are more likely to stay put if their company offers flexibility.
 Employees with flex-times tend to be happier at work.
 Employees have a greater sense of work-life balance.
 Flex-time may cut medical costs too.

 TELECOMMUTING– also called telework, teleworking, working from home, mobile work,
remote work, and flexible workplace. It is an arrangement whereby you work either from home or
from a location near your home.

WHY TELECOMMUTING IS A MOTIVATIONAL STRATEGY?

 It increases productivity
 Improves Morale and the Quality of Work
 Increases level of flexibility
 Reduces office requirements
 Additional work hours
 Improves trust among employees
 Maximizes your time

 SABBATICAL
- Traditionally, a sabbatical is a period of paid or unpaid leave that is granted to an employee
so that they may study or travel.
WHY SABBATICAL IS A MOTIVATIONAL STRATEGY?
 To recharge yourself
 Improve your career
 Achieve personal goals
 Try something new

 MANAGEMENT TRAINING
- An activity that focuses on improving an individual’s skills as a leader or a manager.
Some Management Training are as follows:
 Leadership Training
 Project Management
 Strategic Planning
 Decision Making
 Risk Management
 Communication Training
 Negotiation
  Time Management

CONFLICT MANAGEMENT AND FAIRNESS

by: Sr. Elnida A. Surmion
Perceptions on fairness and how organizations handle conflict can be a contributing factor to our
motivation at work. Outcome fairness refers to the judgment that we make with respect to the outcomes we
receive by others with whom we justice, or the process used to determine the outcomes received. There are six
main areas we use to determine the outcome fairness of a conflict.

1. Consistency. We will determine if the procedures are applied consistently to other persons and throughout
periods of time.

2. Bias suppression. We perceive the person making the decision does not have bias or wasted interest in the
outcome.

3. Information accuracy. The decision made is based on correct information.

4. Correctability. The decision is able to be appealed and mistakes in the decision process can be corrected.

5. Representativeness. We feel the concerns of all stakeholders involved have been taken into account.

6. Ethicality. The decision is in line with moral societal standards.

For example. Let’s suppose Jo Ann just received a bonus and recognition at the company party for her
contribution to an important company project. However, you might compare your inputs and outputs and
determine it was unfair that Jo Ann was recognized because you had worked on bigger projects and not
received the same recognition or bonus .As you know from the last section , this type of unfairness can result
in being unmotivated at work . Excellent communication with your manager when dealing with these types of
situations would be imperative.

Job Design Job Enlargement and Empowerment

As we have discussed previously, one of the reasons for job dissatisfaction is the job itself. Ensuring our
skills set and what we enjoy doing matches with the job is important. Some companies will use a change in job
design, enlarge the job or empower employees to motivate them.

Job enrichment means to enhance a job by adding more meaningful tasks to make our work more rewarding
. For example, if we as retail salespersons are good at creating eye-catching displays, allowing us to practice
these skills and assignment of tasks around this could be considered job enrichment. Job enrichment can fulfill
our higher level of human needs while creating job satisfaction at the same time. In fact, research in this area by
Richard Hackman and Greg Oldham Robert N. Ford, Motivation through the Work Itself (New York: American
Management Association, 1969). William J. Paul, Keith B. Robertson and Frederick Herzberg , “ Job
Enrichment Pays Off “ , Harvard Business Review : March – April 1969 , 61-78 , found that we , as
employees ,need the following to achieve job satisfaction :

 Skill variety , or many different activities as part of the job

 Task identity, or being able to complete one task from beginning to end
 Task significance , or the degree to which the job has impact on others , internally or externally
 Autonomy , or freedom to make decisions within the job
 Feedback, or clear information about performance

In addition, job enlargement, defined as the adding of new challenges or responsibilities to a current job, can
create job satisfaction. Assigning us to a special project or task is an example of job enlargement.

Employee empowerment involves management allowing us to make decisions and act upon those decisions,
with the support of the organization. When we are not micromanaged and have the power to determine the
sequence of our own work day, we tend to be more satisfied than those employees who are not empowered.

Empowerment can include the following:

  Encourage innovation or new of doing things.
 Make sure we, as employees, have the information we need to do our jobs; for example we are not
dependent on managers for participation, feedback, and ideas from employees.

Pay – for – Performance Strategies

Some organizations have a pay-for –performance strategy, which means that we are rewarded for
meeting preset objectives within organizations. For example, in a merit-based pay system, we might be
rewarded for meeting or exceeding performance during a given time period. Rather than a set pay increase
every year, the increase is based on performance. Some organizations offer bonuses to employees for meeting
objectives, while some organizations offer team incentive if a team achieves a specific, predetermined outcome.
Some organizations also offer profit sharing, which is tied to a company’s overall performance. Gain- sharing,
different from profit sharing, focuses on improvement of productivity within the organization.

As we have already addressed, pay isn’t everything, but it certainly can be an important part of feeling
motivated in our jobs.

Other ways to motivate

 On –site daycare or daycare assistance

 Gym memberships or on –site gyms
 Concierge service to assist in party planning or dog grooming
 On –site dry cleaning drop –off and pickup
 Car care , such as oil changes , on –site once a week
 On- site doggie daycare
 On – site yoga or other fitness classes
 “ Summer Fridays “ when all employees work half days on Fridays during the summer
 Various support groups for cancer survivors , weight loss , or support in caring for aging parents
 On – site life coaches
 Peer -to peer employee recognition programs
 Management recognition programs

While some of these options may not be in the companies we work for , the important thing to remember is
often our own motivation comes from us internally , As a result , we need to be aware of our changing
motivations and ask for those things that could make us more motivated at work

MANAGEMENT STYLES
by: Vernise Joy S. Oclarit

Management style ties in very closely with communication style. There isn’t necessarily one
management style that is better than another; they are simply different and might be used in a variety of
situations.

When we look at the styles of management, we see that most styles fall into one of two categories: a
task-oriented management style or a people-oriented style.

Task-Oriented Management Style

A manager with a task oriented style will…

 Focus on technical or task aspects of the job. The concern for this manager is that employees know what
is expected of them and have the tools needed for the job.
 Create clear, easy to follow work schedules with specific requirements and deadlines.

How to practice task-oriented leadership style?

Task-oriented management is focused on:
 Completing the project at hand
 Effective goal-setting and a clear path to complete objectives
  Schedules and deadlines
 Structure, roles, and goals
 Producing desired results

When should you choose for task-oriented management style?

 Task-oriented leadership is always best for mid to top level management. The reason behind this is
simple.

People-Oriented Management Style

A manager with a people-oriented style is…

 More concerned with the relationships in the workplace.
 The manager emphasizes the interpersonal relations, as opposed to the task.
 The manager is most concerned about the welfare of the employee and tends to be friendly and trusting.

How to practice people-oriented leadership style?

People-oriented management is focused on:
 Satisfaction, motivation, and well-being of workers

 Facilitating positive, productive interaction between colleagues

 Teamwork and clear communication

 Team-building meetings and exercises

When should you choose for people-oriented management style?
 I would say this is best fit for mid to low-level management. At the lower end of the pyramid, you are
always engaging closely with a wider range of associates.

Participatory Management Style

 Utilization of a participatory management style involves both a task-oriented style and a people-centered
style.
 This style emphasizes how the employee’s assigned task fits into the bigger picture.
 This style will provide support and input where needed.

Directing Management Style

 This style doesn’t focus on the person but rather on getting the task done; hence it tends to be more of a
task-oriented style.

Teamwork Management Style

 A manager who uses a teamwork management style believes there is a value (or necessity) in having
people work in teams. As a result, this style tends to require a people-centered approach.
 Relationships are most important, and assuming the individuals work well together, the task will be
successfully accomplished.
 The advantage to this style, given the type of task and situation, is that as a manager you are able to pool
resources and abilities from several different people.

Autocratic Management Style

 An autocratic style of management involves the task-oriented style.
 The focus is on getting things done, and relationships are secondary.
 This type of manager tends to tell people what to do and takes a “my way or the highway” approach.

Participative Management Style

 A participative style constantly seeks input from the employees.
 Setting goals, making plans, and determining objectives are viewed as a group effort, rather than the
manager making all the decisions.

Free-Reign Management Style

 A free-rein style gives employees total freedom to make decisions on how things will get done.
 The manager may establish a few objectives, but the employees can decide how those objectives are
met.

Path-Goal Leadership Theory

  The Path-Goal model is a theory based on specifying a leader's style or behavior that best fits the
employee and work environment in order to achieve a goal (House, Mitchell, 1974).
 Path-Goal is based on Vroom's (1964) expectancy theory in which an individual will act in a certain way
based on the expectation that the act will be followed by a given outcome and on the attractiveness of
that outcome to the individual. The path-goal theory was first introduced by Martin Evans (1970) and
then further developed by House (1971).
 The path-goal theory can best be thought of as a process in which leaders select specific behaviors that
are best suited to the employees' needs and the working environment so that they may best guide the
employees through their path in the obtainment of their daily work activities (Northouse, 2013).
Path-Goal follows these basic detailed steps:
 Determine the employee and environmental characteristics

 Select a leadership style

 Focus on motivational factors that will help the employee

succeed
Employee Characteristics
Employees interpret their leader's behavior based on their
needs, such as the degree of structure they need, affiliation, perceived
level of ability, and desire for control. For example, if a leader
provides more structure than what they need, they become less
motivated. Thus, a leader needs to understand their employees so they
know how to best motivate them.

Figure 1.4 Path Goal Model for

Task and Environmental Characteristics
Leadership
 Design of the task - The design of the task might call for the leader's support. For example, if the task is
ambiguous, then the leader might have to give it more structure or an extremely difficult task might call
for leader support.
 Formal authority system - Depending upon the task authority, the leader can provide clear goals and/or
give the employee some or all control.
 Work group - If the team is non-supportive, then the leader needs to be cohesiveness and espouse
esprit-de-corps that provides comradeship, enthusiasm, and devotion to all team members.

Leader Behavior or Style

The four path-goal types of leader behaviors are:

 Directive: The leader informs her followers on what is expected of them, such as telling them what to
do, how to perform a task, and scheduling and coordinating work. It is most effective when people are
unsure about the task or when there is a lot of uncertainty within the environment.
 Supportive: The leader makes work pleasant for the workers by showing concern for them and by being
friendly and approachable. It is most effective in situations in which tasks and relationships are
physically or psychologically challenging.
 Participative: The leader consults with his followers before making a decision on how to proceed. It is
most effective when subordinates are highly trained and involved in their work.
 Achievement: The leader sets challenging goals for her followers, expects them to perform at their
highest level, and shows confidence in their ability to meet this expectation. It is most effective in
professional work environments, such as technical, scientific; or achievement environments, such as
sales.

Application
 The independent variables of Path-Goal Theory are the leaders' behavior, thus the path–goal theory
assumes that people (leaders) are flexible in that they can change their behavior or style, depending upon
the situation. This coincides with the research that while nature (genes) may be our internal guide,
nurture (experience) is our explorer that has the final say in what we do (Ridley, 2003).

APPLYING MANAGEMENT STYLES

 by: Gemalyn A. Gamalo

Leadership and The One Minute Manager

- A situational leadership model developed by Ken Blanchard that explains how we might use one type of
management style versus another.
Three Areas:

 Relationship Behavior - means how supportive the managers needs to be in helping employees.
 Task Behavior – refers to the type of style the manager should use when managing employees
based on their readiness level.
 Readiness – refers to the willingness and skills to perform the task at hand.

Development Level of the Individual

 D4—High competence, high commitment. Experienced at the job and comfortable with their own
ability to do it well. May even be more skilled than the leader.
 D3—High competence, variable commitment. Experienced and capable but may lack the confidence to
go it alone or the motivation to do it well/quickly.
 D2—Some competence, low commitment. May have some relevant skills but won’t be able to do the
job without help. The task or the situation may be new to them.
 D1—Low competence, high commitment. Generally lacking the specific skills required for the job at
hand but has the confidence and/or motivation to tackle it.

Based on the readiness and commitment of the employee, the leader can see what management style and
level of support the employee should experience:Situational Leadership Grid, Chimaera Consulting, 2008,
accessed February 4, 2010, http://www.chimaeraconsulting.com/models.html.

 S1—Telling/directing—High task focus, low relationship focus.

-Leaders define the roles and tasks of the “follower” and supervise them closely.

 S2—Selling/coaching—High task focus, high relationship focus.

-Leaders still define roles and tasks but seek ideas and suggestions from the follower.

 S3—Participating/supporting—Low task focus, high relationship focus.

- Leaders pass day-to-day decisions, such as task allocation and processes, to the follower.

 S4—Delegating—Low task focus, low relationship focus.

- Leaders are still involved in decisions and problem solving, but control is with the follower.

Figure 1.5 Blanchard’s Situational Leadership Model

 The bottom line when discussing management style is that no one style works best in all situations. We
may be more comfortable with one style versus another, but we need to change our management style
depending on the person and task we are working with.

“There is nothing so unequal as the equal treatment of unequals,”

- Ken Blanchard-

The Three Classic Styles of Leadership

by: Marilyn C. Paña

There are three leadership styles developed by psychologist Kurt Lewin that are considered to be among
the "classic" methodologies used by business leaders. Each has its strengths and drawbacks - here are more
details on each of them:

1. Laissez-Faire Leadership

This type is the largely hands-off with minimal direction and supervision from the manager to the staff. The key
to using this method is having well trained and efficient directors who can work as intermediaries between you
and your employees.

2. Autocratic Leadership

This is a leadership style that has become something of a relic in today's business environment. The
reason is that most employees work better without the overbearing presence of their boss around at all times.
However, there are some who would argue that the Autocratic methods are still as effective as they were in
Feudal Europe - but only if properly balanced with feedback and face time.

3. Participative Leadership

The third approach is to find a happy medium between the above two methods. These managers back-
off more to allow people to tap their creativity and think independently using their own initiative, while still
maintaining enough control to guide the overall vision of teams without imposing their own vision on their
decisions. In short, you're giving them a much greater lead and will need to be more trusting of decisions made
by your directors.

These three leadership types form the foundation of most styles used by corporate leaders today. However, they
do not necessarily encompass every philosophy on the nature of a business and how leadership skills should be
developed.

Other Leadership Styles

Other leadership styles that are popular in a number of fields, or that have been popular in the past include:

4. Situational Leadership

This has leaders using their leadership skills in different methods depending on if the situation calls for task or
relationship oriented decisions.

5. Transactional Leadership

This technique has you getting things done within the current methods accepted by the industry. Many people
refer to this method as a "by the book" management style.

6. Transformational Leadership

The opposite of Transactional, Transformational Leadership revolves around breeding change in as many ways
as possible.

7. Strategic Leadership

Many large corporations, as well as the armed forces, use this leadership style - essentially working to outwit an
opponent at every step.

5 Important Traits that a Good Leader Must Posses

by Thomas Peters, Nancy Austin T. Peters, and N. Austin

1. Orientation and Education 4. Listening and Counseling

2. Nurturing and Encouragement 5. Establishing Group Emphasis
3. Assessment and Correction
Top 10 Leadership Qualities That Make Good Leaders
by Sarmad Hasan
1. Honesty and Integrity

The 34th President of United States, Dwight.D.Eisenhower once said, “The supreme quality of
leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a
section gang, a football field, in an army, or in an office.” Honesty and integrity are two important ingredients
which make a good leader. How can you expect your followers to be honest when you lack these qualities
yourself? Leaders succeed when they stick to their values and core beliefs and without ethics, this will not be
possible.

2. Confidence

To be an effective leader, you should be confident enough to ensure that other follow your commands. If
you are unsure about your own decisions and qualities, then your subordinates will never follow you. As a
leader, you have to be oozing with confidence, show some swagger and assertiveness to gain the respect of your
subordinates. This does not mean that you should be overconfident, but you should at least reflect the degree of
confidence required to ensure that your followers trust you as a leader.

3. Inspire Others

Probably the most difficult job for a leader is to persuade others to follow. It can only be possible if you
inspire your followers by setting a good example. When the going gets tough, they look up to you and see how
you react to the situation. If you handle it well, they will follow you. As a leader, should think positive and this
positive approach should be visible through your actions. Stay calm under pressure and keep the motivation
level up. As John Quincy Adams puts it, “If your actions inspire others to dream more, learn more, do more and
become more, you are a leader.” If you are successful in inspiring your subordinates, you can easily overcome
any current and future challenge easily.

4. Commitment and Passion

 Your teams look up to you and if you want them to give them their all, you will have to be passionate
about it too. When your teammates see you getting your hands dirty, they will also give their best shot. It will
also help you to gain the respect of your subordinates and infuse new energy in your team members, which
helps them to perform better. If they feel that you are not fully committed or lacks passion, then it would be an
uphill task for the leader to motivate your followers to achieve the goal.

5. Good Communicator

Until you clearly communicate your vision to your team and tell them the strategy to achieve the goal, it
will be very difficult for you to get the results you want. Simply put, if you are unable to communicate your
message effectively to your team, you can never be a good leader. A good communicator can be a good leader.
Words have the power to motivate people and make them do the unthinkable. If you use them effectively, you
can also achieve better results.

6. Decision-Making Capabilities

Apart from having a futuristic vision, a leader should have the ability to take the right decision at the
right time. Decisions taken by leaders have a profound impact on masses. A leader should think long and hard
before taking a decision but once the decision is taken, stand by it. Although, most leaders take decisions on
their own, but it is highly recommended that you consult key stakeholders before taking a decision. After all,
they are the ones who will benefit or suffer from your decisions.

7. Accountability

When it comes to accountability, you need to follow the approach highlighted by Arnold H Glasow
when he said, “A good leader takes little more than his share of the blame and little less than his share of the
credit.” Make sure that every one of your subordinates is accountable for what they are doing. If they do well,
give them a pat on the back but if they struggle, make them realize their mistakes and work together to improve.
Holding them accountable for their actions will create a sense of responsibility among your subordinates and
they will go about the business more seriously.

8. Delegation and Empowerment

You cannot do everything, right. It is important for a leader to focus on key responsibilities while
leaving the rest to others. By that, I mean empowering your followers and delegating tasks to them. If you
continue to micromanage your subordinates, it will develop a lack of trust and more importantly, you will not be
able to focus on important matters, as you should be. Delegate tasks to your subordinates and see how they
perform. Provide them with all the resources and support they need to achieve the objective and give them a
chance to bear the responsibility.

9. Creativity and Innovation

What separates a leader from a follower? Steve Jobs, the greatest visionary of our time answers this
question this way, “Innovation distinguishes between a leader and a follower.” In order to get ahead in today’s
fast-paced world, a leader must be creative and innovative at the same time. Creative thinking and constant
innovation is what makes you and your team stand out from the crowd. Think out of the box to come up with
unique ideas and turn those ideas and goals into reality.

10. Empathy

Last but certainly not the least, is empathy. Leaders should develop empathy with their followers.
Unfortunately, most leaders follow a dictatorial style and neglect empathy altogether. Due to this, they fail to
make a closer connection with their followers. Understanding the problems of your followers and feeling their
pain is the first step to become an effective leader. Even that is not enough until you work hard and provide
your followers with the suitable solution to their problems.

REFERENCES
http://saylordotorg.github.io/text-human-relations/s10-understand-your-motivation.html
https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs

https://en.wikipedia.org/wiki/Motivation-meaning