HBO midterms Lessom 2-3 and major leaderships

Hierarchy of needs Theory Recap

1. Physiological- Includes hunger, thirst, shelter, sex, and other

bodily needs.

2. Safety-security – security and protection from physical and

emotional harm

3. Social-belongingness- affection, belongingness, acceptance

and friendship.

4. Esteem- internal factor such as self-respect, autonomy, and

achievement, and external factors such as status, recognition

and attention.

5. Self-actualization- drive to become what we are capable if

becoming, includes growth, achieving our potential, and self-fulfillment.

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. The motivational factor relates to the factors of growth, and the hygiene factor relates to the factors of survival or maintenance.

Two Factor Theory (Frederick Herzberg)

Motivation Factors

1.Advancement: Herzberg defined advancement as the upward and positive status or

position of someone in a workplace.

2.The work itself: The content of job tasks can positively or negatively affect

employees.

3.Possibility for growth: Possibilities for growth exist in the same vein as Maslow’s

self-actualization; they are opportunities for a person to experience personal growth

and promotion in the workplace.

4.Responsibility: Responsibility encompasses both the responsibilities held by the

individual and the authority granted to the individual in their role.

5.Recognition: When employees receive praise or rewards for reaching goals or

producing high-quality work, they receive recognition.

6.Achievement: Positive achievement can involve, for example, completing a difficult

task on time, solving a job-related problem, or seeing positive results from one’s

work.

These factors are incapable of generating positive outcomes but surely restrain negative results to happen. If these factors are absent in the organization, then it can give rise to dissatisfaction and sustain a zero level of motivation

Hygiene Factors

• Job Environment

• Salary

• Job Security

• Personal Life

• Working Conditions

• Status

• Interpersonal Relations

• Supervision

• Company Policies

A theory that states achievements, power, and affiliation are three important needs that help explain motivation. Need for achievement (nAch), the drive to excel, to achieve in relationship to set of standards, and to strive to succeed. Need of power (nPow), the need to make others behave in a way in which they would not have behaved otherwise. Need for affiliation (nAff), the desire for friendly and close interpersonal relationships.

McClelland’s Theory of Needs

This theory suggests that individuals seek a sense of fairness and justice in their work environment, and they compare their own inputs (such as effort and skills) to the outcomes they receive (such as salary, recognition, and career progression) in relation to their colleagues.

perceived fairness outcome

perceived fairness of process used to determine outcome

perceived degree to which one is treated with dignity and respect

Equity theory/Organizational Justice

• Distributive Justice

• Procedural Justice

• Interactional Justice

Interactional Justice types

• This refers to the quality of the treatment we receive from others. It’s about respect, politeness, and dignity

• This involves how well information is shared in interactions. Transparency and honesty play a big role here.

Interpersonal Justice

Informational Justice

This theory proposes that individuals are motivated to perform a specific behavior or task based on their belief that the effort they put in will lead to a certain level of performance, and that the performance will lead to a specific outcome or reward that they value. As per this theory, motivation is determined by three key factors

Factors:

• The probability perceived by the individual that exerting a given amount of effort will lead to performance

• The degree to which the individual believes performing at particular level will lead to the attainment of desired outcomes

• The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.

Expectancy Theory (Vroom’s theory)

• Effort-performance relationship

• Performance-reward relationship

• Rewards personal goals relationship

Emphasize promoting sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. It aims to achieve full and productive employment and decent work for all, including young people and persons with disabilities, and to ensure equal pay for work of equal value.

SDG 8

Aims to promote peace, justice, and strong institution. It focuses in building effective, accountable, and inclusive institutions at all level, ensuring effective governance, and fostering transparency and accountability in public administration

SDG 16

The ability of an individual or a group of people to influence and guide followers or members of an organization, society or team. Leadership often is an attribute tied to a person's title, seniority or ranking in a hierarchy.

Leadership

T or F: Great leaders are strategists and role models for their businesses and brands, acting as solid, dependable and inspirational figureheads that guide organizations towards high-level goals and ambitions.

TRUE

LEADERSHIP QUALITIES

❖VISION

❖COMMUNICATION

❖DECISION MAKING

❖PASSION

❖GUIDANCE

❖COMMITMENT

❖INTEGRITY

❖CONFIDENCE

❖MORALE

❖GROWTH

❖COORDINATION

Leaders deals with questions such as how and when that assists them in achieving their goals. They accept and strive to achieve the status quo.

A leader analyzes and assesses every situation to achieve new and better results.

Statement B is CORRECT ONLY

Managers motivate people by concentrating on the personal development of their team members. They also envision their team’s future growth and work toward achieving it.

Managers achieve their goals by delegating responsibilities among team members. They tactically distribute work among subordinates and organize available resources required to reach the goal.

Statement B is CORRECT ONLY

Leaders are visionaries who set goals for their teams.

Managers are implementers. They ensure that the goal set by their superiors is achieved.

Both statements are TRUE

This leadership refers to the practice of guiding individuals and organizations based on principles of integrity, fairness, and accountability. Ethical leaders consistently align their decisions and behaviors with core values, ensuring that their actions promote trust and respect within their teams and the broader organization.

Ethical leadership in management and leadership

Why Ethical Leadership Matters?

Builds Trust

Promotes Positive Culture

Improves Decision-Making

Enhances Reputation

Decisions based on ethical principles lead to fair and sustainable outcomes. Ensures decisions align with both organizational goals and moral standards.

Enhances Decision-Making

Ethical leadership sets the tone for transparency, inclusivity, and respect within the organization. Creates an environment where employees feel valued and motivated.

Promotes a Positive Work Culture

Employees are more likely to stay committed to organizations that prioritize ethics and fairness. Reduces turnover and enhances team performance.

Drives Employee Engagement and Retention

Ethical leaders reduce the likelihood of legal or reputational risks by adhering to regulations and ethical standards. Protects the organization from potential lawsuits or negative publicity.

Mitigates Risks and Enhances Compliance

Ethical leadership enhances the organization’s reputation, attracting clients, investors, and partners. Drives growth and strengthens market position.

Inspires Confidence Among Stakeholders

Ethical leaders hold themselves and their teams accountable for their actions. Builds a culture of ownership and continuous improvement.

Encourages Accountability

Ethical leadership ensures the organization contributes positively to society and the environment. Balances profitability with social and environmental impact.

Aligns Organizational Goals with Social Responsibility

Ethical leaders create an atmosphere of trust and mutual respect, improving teamwork. Boosts productivity and fosters innovation.

Enhances Team Collaboration

Ethical leaders serve as role models, inspiring others to follow their example. Ensures a legacy of ethical practices within the organization.

Sets a Standard for Future Leaders

“Leaders don’t create followers, they create more leaders.”

“Leadership is not about a title or a designation. It’s about impact, influence, and inspiration” -Robin S. Sharma

One of the earliest ways to look at leadership. It states that some people are born with the traits of a leader; they have the gift of unique qualities. These attributes separate them from the masses and make them reach the position of power and authority.

Great Man Theory of Leadership: Leaders are born, not made

The premise that ‘leaders are born not made.’ It is an extension of the Great Man theory of leadership. The theory states that the comparison of your leadership characteristics to the list of the traits of many successful and unsuccessful leaders can be used to predict your leadership effectiveness. — Since these are personality traits, you can use personality assessment tests to identify your strengths and weaknesses.

Trait Theory of Leadership: Measure your leadership potential

Developed by Fred Fielder in 1958, assumes that leaders are either task-oriented or relationship-oriented. Task-oriented leaders assign tasks, set deadlines, and follow structural processes. Relationship-oriented leaders focus on people and are considerate. A good leader-member relation means your group members like you. High task structure implies that you are directing a well-defined job, and a strong position power would mean you have a position of high authority. The favorableness of a situation is the extent to which the situation allows you to influence your group.

Contingency Theory of Leadership: Match your leadership style to the situation

It states you cannot have one leadership style for all situations. The leadership style you adopt, depends on circumstances. According to the theory, you should follow four primary leadership styles as per the readiness level of your subordinates:

• You can adapt this style for the ‘Readiness 1 level’ of subordinates; these people lack the ability as well as the willingness to do the job.

• This style is suitable for the ‘Readiness 2 level’ of subordinates, i.e., for people who lack the ability but are willing to do the job. Example: To lead a team of millennials in a software organization, you will have to use the selling style of leadership.

• You should use this method when your subordinates have the ability but lack the willingness to do the job.

• You need to delegate work to people who have the ability, as well as the willingness to do the job. You can use this style in case you are working on an urgent assignment, and another task pops up, you will need to ‘delegate’ it to a competent subordinate.

Situational Theory of Leadership: Adapt to the situation

• Telling (Autocratic approach)

• Selling (A little Democratic approach)

• Participating (Democratic approach)

• Delegating (Hands-Off approach)

This theory states that if you condition your behavior for the response to any given situation, you can be a leader. It focuses on your behavior and actions rather than traits or abilities.

According to the theory, your behavior as a leader determines your performance. Through teaching and observation, you can train yourself to behave as a leader. Thus, the theory concentrates on leadership and not the leader, i.e. it treats leadership as a characteristic that you can develop through practice. 

The behavioral theory of Leadership: Leaders are made not born

This theory says that the ideal leadership style takes input from others. According to the theory, you need to facilitate discussion. After collecting relevant inputs from everyone, synthesize the given information to arrive at a decision. The theory attempts to remove the hierarchical distance between you and your group. It involves collective involvement and responsibility to achieve the goal.

Participative theory of Leadership: The democratic dimension to lead

Max Weber and Bernard M. Bass described this theory. The basis of the theory is the concept of rewards and punishments. The group gets a reward or punishment depending on whether it achieves the goal set by you.

As a transactional leader, you concentrate only on the bottom of the pyramid for your group members. You ensure to fulfill the physiological needs of your group, along with financial security.

Sounds mean?

Well, it’s true that with this leadership style, the relationship between you and your group is transitory, with no emotional bond. Also, the creativity of your employees takes a hit as you do not encourage new ideas.

Transactional theory of Leadership: Do or die

Leadership expert James MacGregor Burns initially introduced this theory. Also known as transformational theory, the basis of it is the relationship between you and your group. According to the theory, you need to build the trust of your subordinates by building quality relationships with them. Charisma gives power to you as a relationship leader. Individualized consideration means your ability to increase the growth of the group. Inspiration refers to your quality to inspire group members. Intellectual stimulation allows you to build awareness of problems and solutions.

Relationship theory of Leadership: Transformation through association