Leadership and Motivation
Unit 11
Leadership and Motivation
“I start with the premise that the function of leadership is to produce more leaders, not more followers.” Ralph Nader
There are at least two major influences that affect how individuals perform in their environment. These influences include: i) the type of leadership that exists, and ii) personal motivation. While neither is scientific in nature, there is significant research that identifies some theories and general conclusions about why people perform, how they perform, and why some people display different behaviours that puts them in positions of leadership. In addition to addressing leadership and motivation as theories rather than as scientific fact, there are other issues about personal behaviour that must be considered. The most basic concepts are that every person is (a) like every other person; (b) like some other people; and (c) like no other person. A further explanation may help clarify this statement. Every person is like every other person in that we have a need for food, water, shelter, etc. We are like some other people in that we have similar personality traits which cause us to be more dominant and aggressive, while others may be more passive and submissive. Finally, we are unique in that no other person has the same genetic make-up, past experiences, or view of the world. It is these differences that suggest an analysis of leadership and motivation can result in general conclusions about behaviour and performance.
1
Leadership and Motivation
Unit 11
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely
Leadership and Motivation
“I start with the premise that the function of leadership is to produce more leaders, not more followers.” Ralph Nader
There are at least two major influences that affect how individuals perform in their environment. These influences include: i) the type of leadership that exists, and ii) personal motivation. While neither is scientific in nature, there is significant research that identifies some theories and general conclusions about why people perform, how they perform, and why some people display different behaviours that puts them in positions of leadership. In addition to addressing leadership and motivation as theories rather than as scientific fact, there are other issues about personal behaviour that must be considered. The most basic concepts are that every person is (a) like every other person; (b) like some other people; and (c) like no other person. A further explanation may help clarify this statement. Every person is like every other person in that we have a need for food, water, shelter, etc. We are like some other people in that we have similar personality traits which cause us to be more dominant and aggressive, while others may be more passive and submissive. Finally, we are unique in that no other person has the same genetic make-up, past experiences, or view of the world. It is these differences that suggest an analysis of leadership and motivation can result in general conclusions about behaviour and performance.
1
Leadership and Motivation
Unit 11
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely
Bibliography: Funder, David Charles. The Personality Puzzle. W.W. Norton & Company. New York, 1977. Johns, Gary. Concordia University. “Theories of Work Motivation” “Leadership” Organizational Behaviour: Understanding and Managing Life at Work. Harper Collins College Publishers, 1996. Maslow, A. H. Motivation and Personality. Harper & Row. New York, 1970. Alderfer, C. P. “Existence, Relatedness and Growth: Human Needs in Organizational Settings”. The Free Press, New York, 1972. McClelland, D. C. Human Motivation. Glenview, IL. Scott, Foresman, 1985. House, R. J. & Mitchell, T. R. “Path-Goal Theory of Leadership”. Journal of Contemporary Business. Autumn, 1974. Vroom, V. H. & Jago, A. G. “The New Leadership: Managing Participation in Organizations”. Prentice-Hall, 1988. 15