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MODULE 3 o Completing assignments to earn grades or avoid
penalties.
Motivation– Concept, types of motivation and o Participating in a contest to win a prize.
Theories-Maslow, Herzberg, McGregor. Leadership- Characteristics:
Concept, Leadership styles and Theories- Trait • Short-term unless aligned with intrinsic motivation.
Theory, Path Goal Theory, Blake Mouton-Managerial • Performance-focused.
Grid. • Often used in structured environments like workplaces or
schools.

Motivation is the process that initiates, guides, and sustains goal- Other Types of Motivation :
directed behavior. It is the driving force that compels individuals 3. Achievement Motivation :
to take action, whether to fulfill a basic need, achieve a goal, or • Focused on achieving goals, excelling, and striving for success.
attain personal satisfaction. Motivation can be influenced by both • Example: Setting and accomplishing personal milestones in a
internal factors (thoughts, emotions, values) and external career.
factors (rewards, recognition, or societal expectations). 4. Affiliation Motivation
Motivation is the internal or external force that drives an • Driven by the need for social relationships, belonging, and
individual to act or behave in a particular way to achieve a goal. acceptance.
• Example: Joining a community group to build friendships.
Components of Motivation: : 5. Power Motivation
1. Activation • The desire to influence, lead, or control others.
• Refers to the decision to initiate a behavior. • Example: Aspiring to leadership positions to gain authority.
• Example: Enrolling in a fitness program to lose weight. 6. Fear-Based Motivation :
2. Persistence • Arises from the need to avoid failure, punishment, or negative
• The continuous effort toward a goal, despite obstacles or consequences.
challenges. • Example: Studying hard to avoid failing an exam.
• Example: Consistently attending workouts even when progress 7. Incentive Motivation :
is slow. • Focused on tangible rewards such as money, awards, or
3. Intensity recognition.
• Refers to the amount of effort or energy invested in achieving • Example: Exceeding sales targets to earn a bonus.
a goal. 8. Competence Motivation
• Example: Spending extra hours practicing for an important • Motivated by the desire to become skilled or capable in a specific
performance. area.
Features of Motivation • Example: Practicing an instrument to master its techniques.
1. Goal-Oriented: Motivation is directed toward achieving specific
objectives or fulfilling desires.
2. Dynamic: It fluctuates over time and can be influenced by
internal states (e.g., emotions) or external factors (e.g., rewards). Theories-Maslow :
3. Individual-Specific: The factors that motivate one person may
differ from those that motivate another.
4. Drives Behavior: It influences actions and choices, guiding
individuals toward or away from specific behaviors.
5. Sustains Effort: Motivation helps maintain focus and persistence
over the long term.
6. Influenced by Internal and External Factors:
o Internal: Personal interests, desires, and emotions.
o External: Rewards, social recognition, or fear of
failure.
7. Multi-Faceted: Motivation can be intrinsic (arising from within,
like passion) or extrinsic (driven by external rewards, like money
or prizes).

Types of Motivation : Motivation can be broadly categorized into two main

types, with several subtypes:
1. Intrinsic Motivation :
• Definition: Motivation that arises from within an individual. It is
driven by personal satisfaction, interest, or the joy of performing the
task itself.
• Examples:
o Learning a skill because it’s enjoyable.
o Playing a sport for fun rather than for rewards.
o Pursuing a passion project purely for self-fulfillment.
Characteristics: Levels of Maslow’s Hierarchy of Needs
1. Physiological Needs (Basic Needs)
• Self-sustained and long-lasting.
• Encourages deep engagement and creativity. • Definition: These are the most fundamental biological
requirements for survival.
• Not dependent on external rewards.
• Examples: Food, water, shelter, sleep, and oxygen.
2. Extrinsic Motivation :
2. Safety Needs (Basic Needs)
• Definition: Motivation that is driven by external factors, such as • Definition: The need for security and protection from harm or
rewards, recognition, or avoiding negative consequences.
uncertainty.
• Examples:
o Working for a salary or promotion.
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• Examples: Physical safety (shelter, protection from danger),
financial stability (job security), health, and well-being. Leadership - Concept, Leadership styles and
3. Love and Belongingness Needs (Psychological Needs) Theories- Trait Theory:
• Definition: The desire for social connections, relationships,
and acceptance. Leadership is the process by which an individual influences, guides, or
• Examples: Friendships, family, romantic relationships, and inspires a group of people toward the achievement of a common goal.
community belonging. Effective leadership involves setting a vision, motivating others, making
4. Esteem Needs (Psychological Needs) strategic decisions, and fostering a positive environment that enables
• Definition: The need for self-respect, recognition, and team success. It is not limited to authority but also includes
accomplishment. interpersonal skills, vision, and adaptability.
• Examples: Leadership Styles : Leadership styles refer to the various ways leaders
o Lower Esteem: Respect from others, such as status, interact with their teams and guide their organizations. Key leadership
recognition, and fame. styles include:
o Higher Esteem: Self-respect, confidence, and 1. Autocratic Leadership :
independence.
5. Self-Actualization Needs (Self-Fulfillment Needs)
• Definition: The leader makes decisions independently with
little or no input from the team.
• Definition: The desire to achieve one’s full potential and • Characteristics:
pursue personal growth.
o Centralized authority.
• Examples: Creative pursuits, fulfilling personal goals, solving o Clear expectations and strict control.
complex problems, or contributing to society.
• Pros: Quick decision-making, clear direction.
• Cons: Can lead to low morale and limited creativity.
• Example: A military leader giving direct orders.
HERZBERG
2. Democratic Leadership :
Herzberg's Two-Factor Theory of Motivation : Frederick Herzberg • Definition: The leader involves team members in decision-
developed the Two-Factor Theory of Motivation, also known as the making while retaining final authority.
Motivation-Hygiene Theory, in 1959. It explains the factors that influence
workplace motivation and satisfaction by categorizing them into two • Characteristics:
distinct groups: Hygiene Factors and Motivators. o Encourages participation and collaboration.
o Values team input.
• Pros: Boosts team morale and creativity.
• Cons: Slower decision-making process.
• Example: A manager seeking suggestions from employees
before implementing a strategy.

4. Transformational Leadership :
• Definition: The leader inspires and motivates followers to
achieve extraordinary outcomes by focusing on vision and
personal growth.
• Characteristics:
o High energy and enthusiasm.
o Strong focus on values and goals.
• Pros: Drives innovation and employee engagement.
Concepts of Herzberg’s Theory
1. Hygiene Factors (Extrinsic Factors)
• Cons: Requires strong communication skills and vision.
• Definition: These are external factors related to the work • Example: Steve Jobs leading Apple’s innovation journey.
environment. They do not lead to long-term satisfaction but
5. Transactional Leadership :
can cause dissatisfaction if absent or inadequate.
• Definition: The leader focuses on structure, rewards, and
• Examples: penalties to achieve goals.
o Salary and benefits.
o Company policies and administrative practices. • Characteristics:
o Working conditions. o Performance-driven.
o Job security. o Emphasizes order and discipline.
o Interpersonal relationships. • Pros: Clear expectations and rewards.
o Supervision quality. • Cons: Limited focus on personal growth.
Key Insight: Improving hygiene factors reduces dissatisfaction but does • Example: A sales team leader setting targets with
not necessarily increase motivation or satisfaction. corresponding bonuses.

2. Motivators (Intrinsic Factors) 3. Laissez-Faire Leadership

• Definition: These are internal factors related to the nature of • Definition: The leader provides minimal guidance and allows
the job itself. They promote satisfaction and increase team members to make decisions.
motivation when present. • Characteristics:
• Examples: o Hands-off approach.
o Recognition and appreciation. o Delegates authority.
o Achievement. • Pros: Encourages innovation and independence.
o Personal growth and career advancement.
o Responsibility. • Cons: Can lead to lack of direction and accountability.
o The work itself (meaningfulness and challenge). • Example: A research team leader giving autonomy to
Key Insight: Incorporating motivators fosters long-term job satisfaction scientists.
and enhances productivity.

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The Trait Theory of Leadership / trait theory (also called dispositional Blake and Mouton’s Managerial Grid
theory) suggests that certain inherent traits or qualities make an individual The Managerial Grid Model, developed by Robert R. Blake and Jane S.
an effective leader. It assumes that leadership is rooted in the personality and Mouton in 1964, is a framework for understanding leadership styles based on a
characteristics of an individual rather than being shaped by external factors leader’s concern for people and concern for production. It suggests that the most
or learned behaviors. effective leaders balance these two dimensions to achieve optimal
organizational performance and employee satisfaction.

Dimensions of the Managerial Grid

1. Concern for People
o Focuses on the leader's attention to team members'
needs, well-being, and personal development.
o Measured on a scale of 1 to 9 (1 being low concern, 9
being high concern).
2. Concern for Production
o Focuses on the leader’s emphasis on task
accomplishment, efficiency, and organizational goals.
o Measured on a scale of 1 to 9 (1 being low concern, 9
being high concern).

Five Leadership Styles in the Managerial Grid

1. Impoverished Leadership (1,1)
• Description: Low concern for both people and production.
• Characteristics:
o Minimal effort to meet work or interpersonal needs.
o Avoids responsibility and lacks commitment.
Concepts of Trait Theory • Impact: Results in disorganization, dissatisfaction, and poor
1. Leadership as Inborn Ability: performance.
o Leaders are "born, not made." • Example: A disengaged manager who avoids involvement.
o Certain people naturally possess the qualities needed
to lead. 2. Country Club Leadership (1,9)
2. Stable Traits: • Description: High concern for people, low concern for production.
o Leadership traits are relatively stable over time and • Characteristics:
across different situations. o Focus on maintaining harmonious relationships and
3. Universal Traits: employee happiness.
o The theory assumes that specific traits can be o Sacrifices task completion for the sake of comfort.
universally applied to identify potential leaders.
• Impact: Friendly atmosphere but potential for inefficiency and lack
of productivity.
Leadership Traits Identified
Through research, several traits have been consistently associated with • Example: A manager who prioritizes team outings over meeting
effective leaders: deadlines.
1. Intelligence:
3. Authoritarian Leadership (9,1)
o Ability to analyze problems, make sound decisions, and
adapt to challenges. • Description: High concern for production, low concern for people.
2. Self-Confidence: • Characteristics:
o Belief in one’s ability to influence and lead effectively. o Focuses on achieving goals, often at the expense of
3. Integrity: employee satisfaction.
o Honesty, ethical behavior, and adherence to principles. o Centralized decision-making and strict rules.
4. Sociability: • Impact: High short-term productivity but risks employee burnout
o Ability to build positive relationships and and turnover.
communicate effectively. • Example: A manager who prioritizes results over employee well-
5. Determination: being.
o Perseverance, drive, and focus on achieving goals.
6. Charisma: 4. Middle-of-the-Road Leadership (5,5)
o The ability to inspire and motivate others with one’s • Description: Moderate concern for both people and production.
presence and vision.
7. Emotional Stability:
• Characteristics:
o Maintaining composure and handling stress effectively o Seeks compromise between task completion and
employee needs.
in challenging situations.
8. Decisiveness:
o Balances competing demands without excelling in either.
o Ability to make firm and timely decisions. • Impact: Average performance and morale.
• Example: A manager who avoids taking strong stances to keep
Strengths of Trait Theory everyone moderately satisfied.
1. Simplicity:
o Easy to understand and use for identifying leadership 5. Team Leadership (9,9)
potential. • Description: High concern for both people and production.
2. Historical Relevance: • Characteristics:
o Forms the foundation for many modern leadership o Fosters collaboration and commitment to organizational
theories. goals.
3. Predictive Power: o Encourages employee participation and personal growth.
o Helps organizations identify individuals with • Impact: High productivity, strong morale, and employee satisfaction.
leadership potential.
4. Widely Applicable: • Example: A leader who motivates the team to achieve goals while
maintaining a positive work environment.
o Traits can be assessed across various fields and
industries.
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Q4. Mr. Raju, a fresher, has recently joined an MNC and is very dissatisfied
with his reporting authority, who he thinks is dominating and takes the
Q8. Distinguish between Trait approach & Behavioral decisions by his own without consulting subordinates,. Also his reporting
approach. Which unique Traits apply to successful authority gives very less inputs for working, gives importance to rules and
leader like M.S. Dhoni. is very rigid. Identify & explain the leadership style of Mr. Raju’s reporting
authority that is referred to in this statement.
The Trait approach and the Behavioral approach are two distinct Model Answer :
leadership theories, each with its own perspective on how leadership Leadership Style:
emerges and what defines an effective leader.

Trait Approach Q5. Mr. Shrinivasan, who has grown from a mid level executive to a senior
• Focus: The Trait approach emphasizes the personal qualities or level manager in a career span of 21 years in an MNC, is able to realise
characteristics (traits) that individuals possess, which make the feeling of prestige and accomplishment. Analyse the theory of
motivation that has been referred here and which other levels of needs
them effective leaders.
has Mr. Shrinivasan already reached? Also, Mr. Shrinivasan, a senior
• Core Idea: Leaders are born with specific traits such as manager, shares information, encourages open communication with his
intelligence, confidence, determination, and charisma. These subordinates and sticks to his ideals. Identify & explain the leadership style
traits make them naturally suited for leadership roles. that is referred to in this statement.
• Assumption: Leadership potential is inherent in certain
individuals. A person with these traits is more likely to be a Ans :
successful leader.
• Strengths: Highlights the importance of personality and Q6. As a manager what steps would you apply to motivate your
inherent qualities in leadership. employees after observing them perform well?
• Weaknesses: Does not consider the possibility of developing
leadership skills through experience or learning. It may also Q7. Have you ever been supervised by someone you felt had genuine
exclude those without the "right" traits from leadership roles. leadership qualities? What trait do you believe differentiated him or
her from someone who has supervised you but lack in leadership
Behavioral Approach qualities.
• Focus: The Behavioral approach looks at the actions and Ans : trait theory (also called dispositional theory) is an approach to the
behaviors of leaders, rather than their inherent traits. study of human personality.
• Core Idea: Leadership can be learned and developed based on
certain behaviors. Effective leaders exhibit specific patterns of
actions such as being task-oriented or people-oriented. Q8. Distinguish between Trait approach & Behavioral approach.
Which unique Traits apply to successful leader like M.S. Dhoni.
• Assumption: Leadership is a set of behaviors that can be
observed and learned, not necessarily tied to innate traits.
• Strengths: Focuses on how leaders can improve their
effectiveness by learning and adopting certain behaviors.
• Weaknesses: Does not fully account for how individual traits or
external situations might affect leadership behaviors.

Q1. Many millionaires like Mr. Dhirubhai Ambani, Mr. Ratan Tata and alike
keep working even in the latter years of their life. What do you think is
the motivation for them, explain using Maslow Theory.

Q2. Gaurav - Bank Manager of Divya Laxmi Bank was highly motivated at
the time of joining, after his joining he realize that efficiency of his branch
is declining day by day and customer complaints are increasing. Employees
are complaining about new technical upgradation of banking function and
trying to avoid the work responsibilities by giving excuses. If you were
Gaurav what will you do to motivate your employees to perform better?

Q3. Demonstrate how the different types of variable pay programs

can increase employee motivation?
Model Answer : Motivational theory to be applied

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