Essential Theories Leadership Motivation -Myassignmenthelp.Com

Question: Discuss About The Essential Theories Leadership Motivation? Answer: Introducation The managerial behaviours of Ben and Phil were distinctly different. They employed different techniques of leadership to tackle the existent problems at the workplace. According to Ben Samuels, it was important to treat employees in a proper manner to ensure their loyalty towards the company and retain as much employees as possible. Firing employees was not an option to Ben. The workers had immense amount of trust on Ben. Thus Ben showed a people centric leadership style. These leaders always put people over profits and the gift is the level of allegiance of both the workers and customers alike (Van Wart 2014). On the other hand the management behaviour of Phil was vastly different. He set demanding objectives and weekly meetings were conducted by him with each of the supervisors. Phil followed a disruptive style of leadership wherein the leader takes things into his or her own hands and try to spark transformation. He did not have primary concern on the retention of the employees and fired those who did not work according to the required needs (Jameson 2013). A participative and inspirational leadership style was followed by Ben to a major extent as he gave major amount of importance to his employees. Phil on the other hand did not abide by these styles. Ben and Phil had different principles when it came to managing their employees. Ben believed that it was crucial to treat the employees and the workers in a proper manner so that they could be retained by the company. On the other hand, Phil believed that training the supervisors was a waste of time and he believed in firing the employees on the spot in case they did not fulfil their responsibilities. The short term performance and turnovers were only considered by Phil without any sort of importance on the retention of the employees. The differences are due to the separate outlooks of the managers. While Phil believed in instant results, Ben believed in the long term results and receptivity (MALO? 2012). In case I am selected as a manager of the plant, I would take it upon myself to ensure that both the employee satisfaction as well as their performance is enhanced. I would give an action plan to each of the employees so that they can have a target following which they can work and achieve the targets of the organisation. Instead of firing the employees at one go, I would give them sufficient warnings so that they get ample scope for improvement. I would also make it clear that attainment of performance goals would lead to promotions and other benefits in the job. I would not cut down completely on the celebrations at office, but instead keep it balanced with the work situations. I would ensure a proper balance between work and enjoyment to achieve best results (Gandolfi 2012). The two decisions which were made by Kathy for the group decision procedure were not completely accounting because one of the topics was such that there was the possibility of confusion arising among the employees which was quite high. The first topic of discussion was that regarding fixing of the dates for summer vacations. It was the rule of the organisation that more than two workers would not get the vacation at the same time. Therefore it was only natural for the workers to remain divided in their opinions. The vacation schedules were planned previously based on the requirements and productivity of the workers and the decisions were taken by the manager. Hence there was not much chance of conflict. However in the absence of the managers, confusion was natural among the workers. In case of the productivity issue however it was not completely a wrong decision as the workers could team up together and decide if they wanted a change in the incentive structure and the amount of pay. Therefore there was also a gap in the communication regarding the reasons for the incentives and the revised rates (Lopez-Zafra, Garcia-Retamero and Martos 2012). In case of the discussion on the vacation schedule the manager Kathy could handle the matter differently. Instead of leaving the employees to decide for themselves, Kathy could be present at the time of the discussion as there was bound to be confusion and several disagreements among the workers. Every worker was bound to fight for his or her vacation. While the senior workers gave reasons of their experience and seniority the best performers gave reasons of their productivity for their vacations sanction. Thus in case Kathy would be present at the time of the meeting, the matter could be resolved without any confusion as she would show an impartial approach while tackling it. In case the employees had a level of ease with each other, they could easily sort out issues. Thus Kathy had made certain mistakes in the usage of participation to avoid difficulties by the manager (Miner 2015). The two decisions specifically that on the discussion of the vacation schedules where not appropriate for the inclusion of participation of the workers in the department. Instead of including such heavy topics, simple topics could have been included in the discussion. These could have built the level of attachment among the workers and helped them in taking future decisions with ease. The decision regarding the productivity however was a reasonable choice for discussion however it was not a suitable one for the introduction of the participation in the department (Bakker and Xanthopoulou 2013). The case study clearly shows that Marsha Brown, exhibited certain characteristic traits of leadership in order to help the employees of the bank remain motivated and attached to their work. It can be said in this regard, that Marsha showed Motivational theory of leadership where she worked hard to devise changes such that the employees of the bank who helped in the training of the young managers to be did not remain doing a job which was thankless and also received certain benefits from their daily work (Avolio and Yammarino 2013). It this regard it can be said that Marsha also showed certain qualities of people oriented leadership wherein she understood that for the productivity of her branch of the Metro bank to increase the employees needed to be motivated. The interaction of Marsha with each of her employees wherein she checked and reviewed all of their records showed clearly that she was actually concerned about their prosperity and understood their true potential. This sensitivity towards her workers was one of the main characteristics of a people oriented leader (Trpanier, Fernet and Austin 2012). A proper and detailed study of the case provided reveals clearly that Marsha was a person who could actually show the change happening in the employees lives as well as in the productivity of the bank. She had taken it upon herself to ensure that the low morale and the low productivity level which the bank was facing since a long time would change soon and the bank branch would succeed in treating the employees better. The aim of Marsha was to be the manager of such a branch which would be known as the best in the development of managerial talent and also would offer quality of customer service. She also managed her supervisors well such that they took up some of her responsibilities and thereby set up a perfect balance within the organisation. By the implementation of the policies which she implemented she tried to attain the goals which she had set up for her company (Antonakis and House 2013). With reference to the provided case study it can clearly be said that Marsha is a transformational leader in the true sense of the term. She embodied all the characteristics of a transformational leader. After understanding the reason why the branch of the Metro Bank was experiencing low productivity and morale than expected, she took it upon herself to change the existing proceedings of the bank so that the employees who helped other joiners in getting trained as managers could also benefit from the service which they were providing year after year (Chaudhry and Javed 2012). The business system which allowed only the young managerial trainees to be benefited got changed such that the employees who helped train the managers would also get benefited by them and get appraisals for the work which they did (Dumdum, Lowe and Avolio 2013). Marsha is also a charismatic leader to a certain extent as the changes which she made in the proceedings of the organisation would inspire the workers to work diligently and remain true to their organisation at all times. Thus it can be said that Marsha displayed all the characteristics of both transformational as well as charismatic leadership. References: Antonakis, J. and House, R.J., 2013. The full-range leadership theory: The way forward. InTransformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition(pp. 3-33). Emerald Group Publishing Limited. Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of, transformational and charismatic leadership. 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Jameson, J., 2013.Leadership in post-compulsory education: inspiring leaders of the future. Routledge. Lopez-Zafra, E., Garcia-Retamero, R. and Martos, M.P.B., 2012. The relationship between transformational leadership and emotional intelligence from a gendered approach.The Psychological Record,62(1), p.97. MALO?, R., 2012. THE MOST IMPORTANT LEADERSHIP THEORIES.Annals of Eftimie Murgu University Resita, Fascicle II, Economic Studies. Miner, J.B., 2015.Organizational behavior 1: Essential theories of motivation and leadership. Routledge. Trpanier, S.G., Fernet, C. and Austin, S., 2012. Social and motivational antecedents of perceptions of transformational leadership: A self-determination theory perspective.Canadian Journal of Behavioural Science/Revue canadienne des sciences du comportement,44(4), p.272. Van Wart, M., 2014.Dynamics of leadership in public service: Theory and practice. Routledge.