Topic 7.

Leader’s commitment

Lecturer : Nino Gomurashvili

 Definition of Commitment

•The unwavering dedication of a leader to their mission, goals, and values, even in
challenging circumstances.

•A leader must be committed to their personal growth and the success of their team or
organization.

•Builds Trust: Commitment inspires trust among team members as it

demonstrates the leader's reliability and focus.

•Drives Motivation: When a leader is committed, it motivates the team to mirror

that dedication.

•Achieves Long-term Goals: Commitment ensures persistence in the face of

obstacles, which is essential for long-term success.

•Enhances Team Cohesion: A committed leader fosters a strong sense of purpose

within the team.
 Key Characteristics of a Committed Leader

•Visionary Thinking: Staying focused on long-term goals and aligning actions with
the vision.

•Consistency: Acting with perseverance and delivering results regularly.

•Responsibility: Taking ownership of decisions and outcomes.

•Resilience: Overcoming challenges and setbacks without giving u

3 Types of Commitment

•Organizational Commitment: Dedication to the mission and objectives of the organization.

•Team Commitment: Supporting team members and ensuring their growth and well-being.

•Ethical Commitment: Adhering to strong moral principles, even under pressure.

 Organizational Commitment
•Dedication to the mission and objectives of
the organization. A committed leader aligns
their actions and decisions with the
organization’s vision, values, and goals.

•A hospital director is tasked with improving

patient care while managing budget Team Commitment
constraints. Despite these limitations, the •Supporting team members and ensuring
leader spearheads initiatives to improve their growth and well-being. This involves
operational efficiency, secure additional fostering a positive work environment and
funding, and implement staff training addressing team challenges proactively.
programs, ensuring the hospital continues •A team leader notices that their staff is
to provide quality care. experiencing burnout due to an increase
Lesson: The leader’s commitment ensures in workload. They advocate for additional
the organization remains focused on its resources, reorganize tasks to distribute
mission to serve patients effectively, even responsibilities more fairly, and
in challenging circumstances. implement weekly check-ins to provide
emotional and professional support. They
also encourage skill development by
organizing training sessions for the team.
Lesson: By demonstrating commitment
to the team’s well-being, the leader
enhances morale, reduces stress, and
 Ethical Commitment
•Adhering to strong moral principles, even
under pressure. A committed leader prioritizes
ethical decision-making, regardless of potential
personal or organizational challenges.
•During a critical project, a leader discovers
that falsifying data could expedite project
approval and secure funding. Instead of
succumbing to pressure, the leader chooses to
disclose the issue transparently, find alternative
solutions, and ensure compliance with ethical
standards.
Lesson: The leader’s ethical commitment
reinforces integrity, strengthens the
organization’s reputation, and sets a positive
example for the team.
 Strategies for Building and Demonstrating Commitment

•Set Clear Goals: Understand what you are committing to and define
actionable steps.

•Lead by Example: Show dedication through consistent actions and behavior.

•Communicate Effectively: Share your commitment with your team to foster a

shared sense of purpose.

•Develop Self-Discipline: Stay focused and maintain your dedication, even

when faced with distractions.

•Continuous Learning: Commit to self-improvement to remain an effective

leader.
Challenges to Leader's Commitment

•Burnout: Over-commitment without balance can lead to physical and emotional

exhaustion.\

•Resistance to Change: Committing to outdated strategies can hinder progress.

•External Pressures: Conflicting priorities or external factors can test a leader's

Conclusion:

A leader’s commitment is the cornerstone of effective

leadership, ensuring the alignment of personal values with
organizational goals and the well-being of the team. Whether
through organizational, team, or ethical dedication, a
committed leader inspires trust, motivates others, and drives
progress even in the face of challenges.

In the case of the hospital scenario, commitment demonstrated

through creative problem-solving, advocacy, and team support not
only improved patient care but also fostered a culture of resilience
and collaboration. This highlights that true commitment goes beyond
perseverance—it involves adaptability, ethical decision-making, and
prioritizing the well-being of all stakeholders.

Ultimately, a leader’s ability to maintain commitment while

managing stress and burnout is crucial for sustainable success.
By fostering a balance between personal well-being and
professional dedication, leaders set a powerful example that
encourages loyalty, innovation, and growth within their teams
and organizations.
 What Is
Motivation?

The processes that accounts for an

individual’s intensity, direction, and
persistence of effort toward attaining a
organizational goal

– Intensity – the amount of effort

put forth to meet the goal
– Direction – efforts are channeled
toward organizational goals
– Persistence – how long the effort
is maintained

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Early Theories of Motivation
■ Maslow’s Hierarchy of Needs Theory
■ McGregor’s Theory X and Theory Y
■ Herzberg’s Two-Factor (Motivation-
Hygiene) Theory
■ McClellan’s Theory of Needs (Three
Needs Theory)

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Maslow’s Hierarchy of Needs
Theory
Self-
Actualization
Esteem

Upper
Social

Safety
Lower

Psychological

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1.Physiological Needs: These are the basic biological requirements for human survival, such as food,
water, shelter, sleep, and air. They are the most fundamental needs and must be met first.

2.Safety Needs: Once physiological needs are satisfied, individuals seek safety and security, including
physical safety, health, financial security, and a stable environment.

3.Love and Belonging Needs: These needs involve social connections, including friendships, romantic
relationships, family, and a sense of belonging to a group or community. Social interaction and affection
are key components.

4.Esteem Needs: After social needs are met, individuals seek self-esteem and recognition from others.
This includes the desire for respect, status, achievement, and the feeling of accomplishment.

5.Self-Actualization: This is the highest level of Maslow's hierarchy, referring to the realization of an
individual’s full potential. It involves personal growth, creativity, and self-improvement. People at this
level are motivated by personal development and the pursuit of meaningful goals.
douglas mcgregor’s x & y theory

■ Inherent dislike for

work and will
attempt to avoid it
■ Must be coerced,
controlled or
threatened with
punishment

■ View work as being as

natural as rest or play

■ Will exercise self-

direction and self-
control if committed
to objectives
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 Aspect Theory X Theory Y
Lazy, dislike work, need Motivated, enjoy work,
View of Employees
control. seek responsibility.
Autocratic, directive, Participative,
Management Style
control-oriented. empowering, supportive.
External Internal satisfaction,
Motivation rewards/punishments personal growth, and self-
(e.g., salary). fulfillment.
Limited, requires direction High potential, capable of
Employee Potential
and control. self-direction.

Theory X In contrast, Theory Y assumes that

Theory X represents a more traditional, employees are naturally motivated,
authoritative approach to management, seek responsibility, and can be self-
based on the assumption that employees directed. Managers who embrace
inherently dislike work and are motivated Theory Y believe that:
primarily by external factors like money or •Employees enjoy work and see it
punishment. According to this view, people as a natural part of life.
need to be closely supervised and •Employees will show initiative
controlled because they lack ambition and and take responsibility if given the
responsibility. Managers who subscribe to proper environment.
Theory X typically believe that:
Herzberg’s Two-Factor Theory
Not Dissatisfied Satisfied

• Quality of • Promotional

Motivation Factors
Hygiene Factors
supervision opportunities
• Pay • Opportunities for
• Company policies personal growth
• Physical working
• Recognition
conditions
• Relationships • Responsibility
• Job security • Achievement

Dissatisfied Not Satisfied

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 Hygiene Factors
Factor Motivators (Satisfiers)
(Dissatisfiers)
Intrinsic (related to the Extrinsic (related to the
Nature
job itself). work environment).
Prevents dissatisfaction,
Leads to job satisfaction
Impact but doesn’t contribute to
and motivation.
motivation.
Achievement, recognition, Salary, work conditions,
Examples responsibility, growth company policies, job
opportunities. security.

Motivators (Satisfiers): These are Hygiene Factors (Dissatisfiers): These

factors that lead to positive satisfaction are factors related to the environment in
and motivation in the workplace. When which people work, rather than the actual
present, they encourage employees to work itself. While hygiene factors don’t
work harder, be more productive, and directly motivate employees, their absence
feel a sense of achievement. Motivators or inadequacy can lead to dissatisfaction
are intrinsic to the job itself and relate to and demotivation. These factors are
how employees feel about their work. extrinsic and relate to the conditions in
which people perform their jobs.
McClelland's High Achievers
■ High achievers prefer jobs with:
– Personal responsibility
– Feedback
– Intermediate degree of risk (50/50)

■ High achievers are not necessarily good

managers

■ High nPow and low nAff is

related to managerial success

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 McClelland's Theory of Needs
■ Need for Achievement (nAch)
The drive to excel
■ Need for Power (nPow)
The need to make others behave in a way they
would not have behaved otherwise
■ Need for Affiliation (nAff)
The desire for friendly and close interpersonal
relationships

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Contemporary Theories of
Motivation
■ Cognitive Evaluation Theory

■ Goal-Setting Theory
– Management by Objectives

■ Self-Efficacy Theory

■ Equity Theory

■ Expectancy Theory

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 Cognitive Evaluation Theory
■ Proposes that the introduction of extrinsic rewards for
work (pay) that was previously intrinsically rewarding
tends to decrease overall motivation

■ Verbal rewards increase intrinsic motivation, while

tangible rewards undermine it

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 Goal-Setting Theory
■ Goals increase performance when the goals are:
– Specific
– Difficult, but accepted by employees
– Accompanied by feedback (especially self-
generated feedback)
■ Contingencies in goal-setting theory:
– Goal Commitment – public goals better!
– Task Characteristics – simple & familiar better!
– National Culture – Western culture suits best!

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 Management by Objectives (MBO)
■ Converts overall organizational objectives into
specific objectives for work units and
individuals

■ Common ingredients:
– Goal specificity
– Explicit time period
– Performance feedback
– Participation in decision making

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Self-Efficacy or Social Learning Theory

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Equity Theory
■ Employees weigh what they put into a job situation
(input) against what they get from it (outcome).
■ They compare their input-outcome ratio with the input-
outcome ratio of relevant others.

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Equity Theory and Reactions to
Inequitable Pay
Employee reactions in comparison to equitably-paid employees

Paid by:
Employees
are: Piece Time

Will produce
Over- fewer, but Will produce
Rewarded higher-quality more
units
Produce less
Produce large
Under- output or
number of low
Rewarded output of
quality units
poorer quality 5-24
Equity Theory:
Forms of Justice

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Expectancy Theory
Three key relationships:
1. Effort-Performance: perceived probability that
exerting effort leads to successful performance
2. Performance-Reward: the belief that successful
performance leads to desired outcome
3. Rewards-Personal Goals: the attractiveness of
organizational outcome (reward) to the individual

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 Global Implications

Are motivation theories culture-bound?

– Most were developed for and by the United
States
– Goal-setting and expectancy theories emphasize
goal accomplishment and rational individual
thought
– Maslow’s Hierarchy may change order
– McClelland's nAch presupposes acceptance of a
moderate degree of risk concern for performance
– Equity theory closely tied to American pay
practices
– Hertzberg’s two-factor theory does seem to work
across cultures

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Implications for Managers
■ Look beyond need theories
■ Goal setting leads to higher productivity
■ Organizational justice has support
■ Expectancy theory is a powerful tool, but may not very
realistic in some cases
■ Goal-setting, organizational justice, and expectancy
theories all provide practical suggestions for motivation

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■ Make goals specific and difficult

■ Motivation can be increased by raising employee

confidence in their own abilities (self-efficacy)

■ Openly share information on allocation decisions,

especially when the outcome is likely to be viewed
negatively

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Summary
1. Described the three key elements of motivation.
2. Identified four early theories of motivation and
evaluated their applicability today.
3. Compared and contrasted goal-setting theory
and self-efficacy theory.
4. Demonstrated how organizational justice is a
refinement of equity theory.
5. Applied the key tenets of expectancy theory to
motivating employees.
6. Explained to what degree motivation theories
are culture bound.

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Summary
1. Described the three key elements of motivation.
2. Identified four early theories of motivation and
evaluated their applicability today.
3. Compared and contrasted goal-setting theory
and self-efficacy theory.
4. Demonstrated how organizational justice is a
refinement of equity theory.
5. Applied the key tenets of expectancy theory to
motivating employees.
6. Explained to what degree motivation theories
are culture bound.

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