Leadership, Management, and organisational culture

What is motivation?

• Motivation (from Latin movere = to move) is a major determinant of our behavior;

• Motives may be innate (drives) or acquired (learned)
  = dispositions vs. situational factors

• What Motivates people?

  • Autonomy

  • Mastery

  • Purpose

What makes leadership an elusive concept?

1. Leadership is primarily in the eye of the beholder.

2. It is easier to believe in leadership than to proof it.

3. There is no denying the fact that we have a tendency to
   overestimate the importance of leaders.

4. Unfortunately, there are not many good examples of
   leadership in practice.

What characteristics, skills, abilities and traits do they have in common?

• The trait approach (recognizes that great leaders possess key traits that set them apart from most others, traits that remain stable over time and across different groups.

• Traits: optimism, a fighting spirit, fairness, humour, expertise,intelligence, determination and stamina, nurturance, caring and warmth, etc.

Is the trait approach useful?

• Yes, but the behaviour approach to leadership focuses on what leaders do

• Leaders are likely to be most successful when they demonstrate high concern for both people (consideration) and task production (initiating structure)

Is this the full picture?

• What about inspiration and charisma?

• Transformational Leadership

• Intellectual stimulation

• Interpersonal consideration

• Inspiration

• Morality

How do you become a charismatic leader?

1. Extraordinary person (leader)

2. Social crisis (situation)

3. Radical solution (vision)

4. Followers who believe in the solution

5. Validation by repeated successes...

Max Weber (1864-1920)

• Traditional authority → Based on customs, heritage (e.g., monarchies).

• Rational-legal authority → Based on rules, laws, bureaucracy (e.g., modern governments, corporations).

• Charismatic authority → Based on devo on to an individual seen
  as extraordinary or divinely inspired.

Steps to Be Perceived as Charismatic

1. Vision → Craft and share a bold, future-oriented mission.

2. Confidence → Project certainty and belief in the vision.

3. Distinctiveness → Symbolic ac ons, style, or achievements that
   set you apart.

4. Emotional connection → Speak to people’s values and struggles;
   use storytelling.

5. Moral framing → Cast the mission as a moral struggle, not just
   practical goals.

6. Risk & sacrifice → Show authenticity by taking personal risks.

7. Routinization → Institusonalize charisma into organizations, rituals, or culture so it outlives the leader.

Are there any negative effects?

• Strong dependency

• The strong sense of persuasion can made people enthusiastic for an actual very dangerous missions.

• Extreme stubbornness leads to going ahead against advice.

Leaders ←→ managers

• The primary function of a LEADER is to create the essential purpose or mission of the organization and the strategy for attaining it

• The job of the MANAGER is to implement that vision. He or she is responsible for achieving that end, taking the steps necessary to make the leader’s vision a reality

Leaders are people who do the right thing; managers are people who do things right

How do Human Resources contribute to Sustained Competitive Advantage?

1. Employees are a source for success

2. From control to commitment

3. Line managers are primarily responsible

4. Alignment with business strategy

5. Involvement of top management

Management Practices

Leadership

Leadership is defined as the process by which an individual influences others in
ways that help attain group or organizational goals

What motivates people?

Autonomy

Mastery

Purpose