leadership

The individuals who are the leaders in an organization, regarded collectively.

The activity of leading a group of people or an organization or the ability to do this.
Leadership involves (1) establishing a clear vision, (2) sharing that vision with others so that they
will follow willingly, (3) providing the information, knowledge and methods to realize that vision,
and (4) coordinating and balancing the conflicting interests of all members and stakeholders.
A leader steps up in times of crisis, and is able to think and act creatively in difficult situations.
Unlike management, leadership cannot be taught, although it may be learned and enhanced
through coaching or mentoring.
Leadership Theories - 8 Major Leadership Theories By Kendra Cherry, About.com Guide Interest
in leadership increased during the early part of the twentieth century. Early leadership theories
focused on what qualities distinguished between leaders and followers, while subsequent theories
looked at other variables such as situational factors and skill levels. While many different
leadership theories have emerged, most can be classified as one of eight major types:
1. "Great Man" Theories:
Great man theories assume that the capacity for leadership is inherent that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to
leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership. Learn more about
the great man theory of leadership.
2. Trait Theories:
Similar in some ways to "Great Man" theories, trait theories assume that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify
particular personality or behavioral characteristics shared by leaders. If particular traits are key
features of leadership, then how do we explain people who possess those qualities but are not
leaders? This question is one of the difficulties in using trait theories to explain leadership.
3. Contingency Theories:
Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations. Success depends upon a number of
variables, including the leadership style, qualities of the followers and aspects of the situation.
4. Situational Theories:

Situational theories propose that leaders choose the best course of action based upon situational
variables. Different styles of leadership may be more appropriate for certain types of decisionmaking. For example, in a situation where the leader is the most knowledgeable and experienced
member of a group, an authoritarian style might be most appropriate. In other instances where
group members are skilled experts, a democratic style would be more effective.
5. Behavioral Theories:
Behavioral theories of leadership are based upon the belief that great leaders are made, not born.
Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental
qualities or internal states. According to this theory, people can learn to become leaders through
teaching and observation.
6. Participative Theories:
Participative leadership theories suggest that the ideal leadership style is one that takes the input of
others into account. These leaders encourage participation and contributions from group members
and help group members feel more relevant and committed to the decision-making process. In
participative theories, however, the leader retains the right to allow the input of others.
7. Management Theories:
Management theories, also known as transactional theories, focus on the role of supervision,
organization and group performance. These theories base leadership on a system of rewards and
punishments. Managerial theories are often used in business; when employees are successful, they
are rewarded; when they fail, they are reprimanded or punished. Learn more about theories of
transactional leadership.
8. Relationship Theories:
Relationship theories, also known as transformational theories, focus upon the connections formed
between leaders and followers. Transformational leaders motivate and inspire people by helping
group members see the importance and higher good of the task. These leaders are focused on the
performance of group members, but also want each person to fulfill his or her potential. Leaders
with this style often have high ethical and moral standards.
The 5 Most Popular Leadership Styles
Thanks to Kenneth Blanchard & 1000ventures.com for use of this image.
Leadership styles are defined as the way in which one provides direction, implements plans, and
motivates people. From Mother Theresa and Mao Tsetung to President Obama and Bill Gates, it
seems that there as many leaders as there are ways to lead people. However, psychologists in

conjunction with business people have developed simple but useful criteria to discern the various
leadership styles. By developing deeper insights into these styles, potential leaders and those
already in this capacity can develop their own approach and in so doing become more effective
leaders.
Since leadership does not ascribe to static ideals, leaders must always adapt their style to either fit
a specific group or situation. As a leader, therefore, it is important to fully comprehend the various
leadership styles in order to have more tools at your disposal to govern effectively. Below, we take
a look at 5 of the most popular leadership styles that you could employ as follows: Bureaucratic
leadership
Bureaucratic leaders are those that follow the laid out rules and procedures to the letter and ensure
that those under them also do the same. This is an appropriate style where the work to be done
involves large amounts of money or serious safety hazards. Mostly, bureaucratic leaders owe their
rise to power to their ability to abide the rules and not necessarily because of their experience or
qualifications. The downside to this leadership style is that it can be ineffective in organizations
that rely on creativity, innovation, and flexibility. Transformational Leadership
This type of leadership is most effective in business circles and involves leaders of integrity who
not only set goals, but motivate their teams towards their realization. In addition, transformational
leaders always seek to transform their teams and organizations by engaging everyone to produce
their best. Charismatic Leadership
Charismatic leaders resemble the foregoing category in that both leaders inspire enthusiasm from
their teams and energetically motivate them in moving forward. The excitement and commitment
that is generated from the teams thus becomes immensely beneficial to the organization. However,
the downside to charismatic leaders is that they tend to believe in themselves more than their
teams with some going as far as believing that a project or even an entire organization could
collapse if they were not involved. Democratic Leadership
Also referred to as Participatory leadership, democratic leaders always include team members in
the decision making process thereby encouraging creativity as members are often highly engaged
in projects. Under a democratic leader, you are likely to have high job satisfaction rates and
productivity as team members are motivated to work hard by more than just the financial benefits
available to them. However, the downside to this leadership style is that quick decision making in
times of crisis can be hampered due to the need to involve everyone. Laissez-Faire Leadership
This type of leadership derives its name from the French phrase which means to let it be. It
describes the caliber of leaders that let their teams work under their own supervision, even at times
setting their own deadlines. They only provide support either through resources or advice but do
not generally get involved. Such a leadership style is most effective if team members are highly
skilled and experienced. While the benefit is that increased autonomy can lead to increased
productivity, the downside is that it can be detrimental to an organization if team members lack the
requisite knowledge, skills, and motivation to perform their duties effectively.

In conclusion, there may be MANY types and styles of leadership some are better suited for
specific situations or persons, while others are more run of the mill. In all fairness, one must
be given the chance to be a leader before they can TRULY discover their style of leadership.
The best way to find YOUR leadership style is true tried and tested leadership training. Meet the
TWO leaders that want to help YOU get to the very top click here to find out more & take your
leadership skills and yourself to the next level .
Importance of Leadership:
Leadership is an important function of management which helps to maximize efficiency and to
achieve organizational goals. The following points justify the importance of leadership in a
concern.
1. Initiates action- Leader is a person who starts the work by communicating the policies and plans
to the subordinates from where the work actually starts.
2. Motivation- A leader proves to be playing an incentive role in the concerns working. He
motivates the employees with economic and non-economic rewards and thereby gets the work
from the subordinates.
3. Providing guidance- A leader has to not only supervise but also play a guiding role for the
subordinates. Guidance here means instructing the subordinates the way they have to perform their
work effectively and efficiently.
4. Creating confidence- Confidence is an important factor which can be achieved through
expressing the work efforts to the subordinates, explaining them clearly their role and giving them
guidelines to achieve the goals effectively. It is also important to hear the employees with regards
to their complaints and problems.
5. Building morale- Morale denotes willing co-operation of the employees towards their work and
getting them into confidence and winning their trust. A leader can be a morale booster by
achieving full co-operation so that they perform with best of their abilities as they work to achieve
goals.
6. Builds work environment- Management is getting things done from people. An efficient work
environment helps in sound and stable growth. Therefore, human relations should be kept into
mind by a leader. He should have personal contacts with employees and should listen to their
problems and solve them. He should treat employees on humanitarian terms.
7. Co-ordination- Co-ordination can be achieved through reconciling personal interests with
organizational goals. This synchronization can be achieved through proper and effective coordination which should be primary motive of a leader.

Role of a Leader:
Following are the main roles of a leader in an organization :
1. Required at all levels- Leadership is a function which is important at all levels of management.
In the top level, it is important for getting co-operation in formulation of plans and policies. In the
middle and lower level, it is required for interpretation and execution of plans and programmes
framed by the top management. Leadership can be exercised through guidance and counseling of
the subordinates at the time of execution of plans.
2. Representative of the organization- A leader, i.e., a manager is said to be the representative of
the enterprise. He has to represent the concern at seminars, conferences, general meetings, etc. His
role is to communicate the rationale of the enterprise to outside public. He is also representative of
the own department which he leads.
3. Integrates and reconciles the personal goals with organizational goals- A leader through
leadership traits helps in reconciling/ integrating the personal goals of the employees with the
organizational goals. He is trying to co-ordinate the efforts of people towards a common purpose
and thereby achieves objectives. This can be done only if he can influence and get willing cooperation and urge to accomplish the objectives.
4. He solicits support- A leader is a manager and besides that he is a person who entertains and
invites support and co- operation of subordinates. This he can do by his personality, intelligence,
maturity and experience which can provide him positive result. In this regard, a leader has to
invite suggestions and if possible implement them into plans and programmes of enterprise. This
way, he can solicit full support of employees which results in willingness to work and thereby
effectiveness in running of a concern.
5. As a friend, philosopher and guide- A leader must possess the three dimensional traits in him.
He can be a friend by sharing the feelings, opinions and desires with the employees. He can be a
philosopher by utilizing his intelligence and experience and thereby guiding the employees as and
when time requires. He can be a guide by supervising and communicating the employees the plans
and policies of top management and secure their co-operation to achieve the goals of a concern. At
times he can also play the role of a counselor by counseling and a problem-solving approach. He
can listen to the problems of the employees and try to solve them.
Qualities of a Leader:
A leader has got multidimensional traits in him which makes him appealing and effective in
behavior. The following are the requisites to be present in a good leader:
1. Physical appearance- A leader must have a pleasing appearance. Physique and health are very
important for a good leader.

2. Vision and foresight- A leader cannot maintain influence unless he exhibits that he is forward
looking. He has to visualize situations and thereby has to frame logical programmes.
3. Intelligence- A leader should be intelligent enough to examine problems and difficult situations.
He should be analytical who weighs pros and cons and then summarizes the situation. Therefore, a
positive bent of mind and mature outlook is very important.
4. Communicative skills- A leader must be able to communicate the policies and procedures
clearly, precisely and effectively. This can be helpful in persuasion and stimulation.
5. Objective- A leader has to be having a fair outlook which is free from bias and which does not
reflects his willingness towards a particular individual. He should develop his own opinion and
should base his judgement on facts and logic.
6. Knowledge of work- A leader should be very precisely knowing the nature of work of his
subordinates because it is then he can win the trust and confidence of his subordinates.
7. Sense of responsibility- Responsibility and accountability towards an individuals work is
very important to bring a sense of influence. A leader must have a sense of responsibility towards
organizational goals because only then he can get maximum of capabilities exploited in a real
sense. For this, he has to motivate himself and arouse and urge to give best of his abilities. Only
then he can motivate the subordinates to the best.
8. Self-confidence and will-power- Confidence in himself is important to earn the confidence of
the subordinates. He should be trustworthy and should handle the situations with full will power.
(You can read more about Self-Confidence at : Self Confidence - Tips to be Confident and
Eliminate Your Apprehensions).
9. Humanist-This trait to be present in a leader is essential because he deals with human beings
and is in personal contact with them. He has to handle the personal problems of his subordinates
with great care and attention. Therefore, treating the human beings on humanitarian grounds is
essential for building a congenial environment.
10. Empathy- It is an old adage Stepping into the shoes of others. This is very important
because fair judgement and objectivity comes only then. A leader should understand the problems
and complaints of employees and should also have a complete view of the needs and aspirations of
the employees. This helps in improving human relations and personal contacts with the
employees.
From the above qualities present in a leader, one can understand the scope of leadership and it s
importance for scope of business. A leader cannot have all traits at one time. But a few of them
helps in achieving effective results.

Leadership and Management - Relationship & Differences:

Leadership and management are the terms that are often considered synonymous. It is essential to
understand that leadership is an essential part of effective management. As a crucial component of
management, remarkable leadership behaviour stresses upon building an environment in which
each and every employee develops and excels. Leadership is defined as the potential to influence
and drive the group efforts towards the accomplishment of goals. This influence may originate
from formal sources, such as that provided by acquisition of managerial position in an
organization.
A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop
and begin strategies that build and sustain competitive advantage. Organizations require robust
leadership and robust management for optimal organizational efficiency.
Differences between Leadership and Management
Leadership differs from management in a sense that:
1. While managers lay down the structure and delegates authority and responsibility, leaders
provides direction by developing the organizational vision and communicating it to the employees
and inspiring them to achieve it. 2. While management includes focus on planning, organizing,
staffing, directing and controlling; leadership is mainly a part of directing function of
management. Leaders focus on listening, building relationships, teamwork, inspiring, motivating
and persuading the followers. 3. While a leader gets his authority from his followers, a manager
gets his authority by virtue of his position in the organization. 4. While managers follow the
organizations policies and procedure, the leaders follow their own instinct. 5. Management is
more of science as the managers are exact, planned, standard, logical and more of mind.
Leadership, on the other hand, is an art. In an organization, if the managers are required, then
leaders are a must/essential. 6. While management deals with the technical dimension in an
organization or the job content; leadership deals with the people aspect in an organization. 7.
While management measures/evaluates people by their name, past records, present performance;
leadership sees and evaluates individuals as having potential for things that cant be measured,
i.e., it deals with future and the performance of people if their potential is fully extracted. 8. If
management is reactive, leadership is proactive. 9. Management is based more on written
communication, while leadership is based more on verbal communication.
The organizations which are over managed and under-led do not perform upto the benchmark.
Leadership accompanied by management sets a new direction and makes efficient use of resources
to achieve it. Both leadership and management are essential for individual as well as
organizational success.
Leader versus Manager:
Leadership and managership are two synonymous terms is an incorrect statement. Leadership

doesnt require any managerial position to act as a leader. On the other hand, a manager can be a
true manager only if he has got the traits of leader in him. By virtue of his position, manager has to
provide leadership to his group. A manager has to perform all five functions to achieve goals, i.e.,
Planning, Organizing, Staffing, Directing, and Controlling. Leadership is a part of these functions.
Leadership as a general term is not related to managership. A person can be a leader by virtue of
qualities in him. For example: leader of a club, class, welfare association, social organization, etc.
Therefore, it is true to say that, All managers are leaders, but all leaders are not managers.
A leader is one who influences the behavior and work of others in group efforts towards
achievement of specified goals in a given situation. On the other hand, manager can be a true
manager only if he has got traits of leader in him. Manager at all levels are expected to be the
leaders of work groups so that subordinates willingly carry instructions and accept their guidance.
A person can be a leader by virtue of all qualities in him.
Leaders and Managers can be compared on the following basis:
Basis Manager Leader
Origin A person becomes a manager by virtue of his position. A person becomes a leader on basis
of his personal qualities.
Formal Rights Manager has got formal rights in an organization because of his status. Rights are
not available to a leader.
Followers The subordinates are the followers of managers. The group of employees whom the
leaders leads are his followers.
Functions A manager performs all five functions of management. Leader influences people to
work willingly for group objectives.
Necessity A manager is very essential to a concern. A leader is required to create cordial relation
between person working in and for organization.
Stability It is more stable. Leadership is temporary.
Mutual Relationship All managers are leaders. All leaders are not managers.
Accountability Manager is accountable for self and subordinates behaviour and performance.
Leaders have no well defined accountability.
Concern A managers concern is organizational goals. A leaders concern is group goals and
members satisfaction.
Followers People follow manager by virtue of job description. People follow them on voluntary

basis.
Role continuation A manager can continue in office till he performs his duties satisfactorily in
congruence with organizational goals. A leader can maintain his position only through day to day
wishes of followers.
Sanctions Manager has command over allocation and distribution of sanctions. A leader has
command over different sanctions and related task records. These sanctions are essentially of
informal nature.
Leadership and Motivation:
Motivation is a goal-oriented characteristic that helps a person achieve his objectives. It pushes an
individual to work hard at achieving his or her goals. An executive must have the right leadership
traits to influence motivation. However, there is no specific blueprint for motivation.
As a leader, one should keep an open perspective on human nature. Knowing different needs of
subordinates will certainly make the decision-making process easier.
Both an employee as well as manager must possess leadership and motivational traits. An effective
leader must have a thorough knowledge of motivational factors for others. He must understand the
basic needs of employees, peers and his superiors. Leadership is used as a means of motivating
others.
Given below are important guidelines that outline the basic view of motivation:
Harmonize and match the subordinate needs with the organizational needs. As a leader, the
executive must ensure that the business has the same morals and ethics that he seeks in his
employees. He should make sure that his subordinates are encouraged and trained in a manner that
meets the needs of the business. Appreciation and rewards are key motivators that influence a
person to achieve a desired goal. Rewarding good/ exceptional behavior with a small token of
appreciation, certificate or letter can be a great motivator. If a certificate is awarded to a person, it
should mention the particular act or the quality for which the individual is being rewarded. Being
a role model is also a key motivator that influences people in reaching their goals. A leader should
set a good example to ensure his people to grow and achieve their goals effectively. Encouraging
individuals to get involved in planning and important issues resolution procedure not only
motivates them, but also teaches the intricacies of these key decision-making factors. Moreover, it
will help everyone to get better understanding of their role in the organization. The
communication will be unambiguous and will certainly attract acknowledgement and appreciation
from the leader. Developing moral and team spirit certainly has a key impact on the well-being of
an organization. The metal or emotional state of a person constitutes his or her moral fabric. A
leaders actions and decisions affect the morale of his subordinates. Hence, he should always be
aware of his decisions and activities. Team spirit is the soul of the organization. The leader should
always make sure his subordinates enjoy performing their duties as a team and make themselves a

part of the organizations plans. A leader should step into the shoes of the subordinates and view
things from subordinates angle. He should empathize with them during difficult times.
Empathizing with their personal problems makes them stronger-mentally and emotionally. A
meaningful and challenging job accomplished inculcates a sense of achievement among
employees. The executive must make their employees feel they are performing an important work
that is necessary for the organizations well-being and success. This motivational aspect drives
them to fulfill goals.
Remember, To become an efficient leader, you must be self-motivated. You must know your
identity, your needs and you must have a strong urge to do anything to achieve your goals. Once
you are self-motivated, only then you can motivate others to achieve their goals and to harmonize
their personal goals with the common goals of the organization.
Organizational Leadership:
Organizations need strong leadership for optimum effectiveness. Leadership, as we know, is a trait
which is both inbuilt and can be acquired also. Organizational leadership deals with both human
psychology as well as expert tactics. Organizational leadership emphasizes on developing
leadership skills and abilities that are relevant across the organizations. It means the potential of
the individuals to face the hard times in the industry and still grow during those times. It clearly
identifies and distinguishes the leaders from the managers. The leader should have potential to
control the group of individuals.
An ideal organizational leader should not dominate over others. He should guide the individuals
under him, give them a sense of direction to achieve organizational goals successfully and should
act responsibly. He should be optimistic for sure. He should be empathetic and should understand
the need of the group members. An organizational leader should not only lead others individually
but also manage the actions of the group.
Individuals who are highly ambitious, have high energy level, an urge to lead, self-confidence,
intelligence, have thorough knowledge of job, are honest and flexible are more likely to succeed
as organizational leaders. Individuals who learn the organizational leadership develop abilities and
skills of teamwork, effective communication, conflict resolution, and group problem solving
techniques. Organizational leaders clearly communicate organizational mission, vision and
policies; build employees morale, ensure efficient business operations; help employees grow
professionally and contribute positively towards organizations mission. Tips for Effective
Organizational Leadership
1. A leader must lead himself, only then he can lead others. He must be committed on personal and
professional front, and must be responsible. He must be a role model for others and set an example
for them.
2. A leader must boost up the morale of the employees. He should motivate them well so that they
are committed to the organization. He should be well acquainted with them, have concern for them

and encourage them to take initiatives. This will result in more efficient and effective employees
and ensure organizational success.
3. A leader must work as a team. He should always support his team and respect them. He should
not hurt any employee. A true leader should not be too bossy and should not consider him as the
supreme authority. He should realize that he is part of the organization as a whole.
Organizational leadership involves all the processes and possible results that lead to development
and achievement of organizational goals. It includes employees involvement, genuineness,
effective listening and strategic communication.
Leadership Ethics - Traits of an Ethical Leader:
Ethics refer to the desirable and appropriate values and morals according to an individual or the
society at large. Ethics deal with the purity of individuals and their intentions. Ethics serve as
guidelines for analyzing what is good or bad in a specific scenario. Correlating ethics with
leadership, we find that ethics is all about the leaders identity and the leaders role.
Ethical theories on leadership talk about two main things: (a) The actions and behaviour of
leaders; and (b) the personality and character of leaders. It is essential to note that Ethics are an
essential to leadership. A leader drives and influences the subordinates /followers to achieve a
common goal, be it in case of team work, organizational quest, or any project. It is an ethical job
of the leader to treat his subordinates with respect as each of them has unique personality. The
ethical environment in an organization is built and developed by a leader as they have an
influential role in the organization and due to the fact that leaders have an influence in developing
the organizational values.
An effective and ethical leader has the following traits /characteristics:
Dignity and respectfulness: He respects others. An ethical leader should not use his followers as a
medium to achieve his personal goals. He should respect their feelings, decision and values.
Respecting the followers implies listening effectively to them, being compassionate to them, as
well as being liberal in hearing opposing viewpoints. In short, it implies treating the followers in a
manner that authenticate their values and beliefs.
Serving others: He serves others. An ethical leader should place his followers interests ahead of
his interests. He should be humane. He must act in a manner that is always fruitful for his
followers.
Justice: He is fair and just. An ethical leader must treat all his followers equally. There should be
no personal bias. Wherever some followers are treated differently, the ground for differential
treatment should be fair, clear, and built on morality.
Community building: He develops community. An ethical leader considers his own purpose as

well as his followers purpose, while making efforts to achieve the goals suitable to both of
them. He is considerate to the community interests. He does not overlook the followers
intentions. He works harder for the community goals.
Honesty: He is loyal and honest. Honesty is essential to be an ethical and effective leader. Honest
leaders can be always relied upon and depended upon. They always earn respect of their followers.
An honest leader presents the fact and circumstances truly and completely, no matter how critical
and harmful the fact may be. He does not misrepresent any fact.
It is essential to note that leadership is all about values, and it is impossible to be a leader if you
lack the awareness and concern for your own personal values. Leadership has a moral and ethical
aspect. These ethics define leadership. Leaders can use the above mentioned traits as yardsticks
for influencing their own behaviour.
Leadership Strategy - Which Leadership Style to Follow ?:
Without an effective leadership strategy, it is believed, that the organizational strategies do not
work. Best players in a team do not guarantee success without a great coach, similarly, work teams
may not function effectively if leaders do not follow an appropriate leadership strategy.
To understand leadership styles here are three scenarios - Scenario 1 - A Teacher gives a question
to the class full of students, however, solves it for them; Scenario 2 - A Teacher gives the question
to the students and observes how students solve them; Scenario 3 - A Teacher gives a question to
the students and moves around the class, observes the students, and helps wherever required.
Scenario 1 was Leading from the Front, Scenario 2 was Supportive Leadership Style,
and Scenario 3 was Interactive Leadership Style. Besides this the leadership styles / strategies
could be based on personality traits like Directive Leadership, Structured Leadership, Intuitive
Leadership, or Process Driven leadership.
Here are some tips while selecting leadership strategy /style:
A leader must be aware of his / her personality traits and those of his team members / followers to
understand which leadership style will be most effective.
A leader may not adopt a consistent leadership all through his / her career. Situational Leadership
helps addressing varied needs / expectations of the followers as he the leader adopts a strategy
based on a situation he / she is in. In case a leader has a self-reliant team, he needs to be using a
directive leadership style or lead form the front. He could instead delegate and provide inputs
where necessary.
A common mistake especially a lot of new leaders make is to copy established / well know
leaders. Remember, each situation is unique and so are the followers. A leadership style which
may be suited to a well known leader may not be appropriate for your team. Make no mistake here
- do not try and imitate other leaders.

A leader will never be afraid of trying new approach to solve a work problem or address a
conflicting situation. It is quite a possibility that a leader adopts a style that is not by the book.
A leader must keep enhancing his / her leadership skills. While on the job experience matters a lot,
getting enrolled into leadership courses after detailed evaluation of the program and feedback of
the participants will help implementing a leadership style more effectively.
It is often said that good leaders are born and not made; however, good leaders are those who are
aware of their personality traits and also of their followers. They know which leadership style is to
be adopted in a particular situation. Once this is done, there is a little challenge left for a leader to
become a good / great leader.
How to Create a Personal Leadership Brand ?:
Every leader has a personal leadership brand which might be carefully cultivated or intuitively
perceived by leaders themselves and their followers. A personal leadership brand is an exclusive
and a specific approach of a leader to address challenges and manage his/her transactions with
their subordinates or followers. The best part of having a leadership brand is that it allows the
flexibility to the leaders to define their own leadership objectives and then position themselves
appropriately as per the need and situation. For example Lee Iacocca promulgated a leadership
brand which was resolute, determined, persuasive and ready to take risks which helped him turn
around Chrysler similarly Gandhis leadership brand was that of integrity, honesty, principles,
strength of character and above all truth.
It is essential for a leader to practice his/her leadership brand in thoughts and actions. How can a
leader build up a leadership brand if they do not have one already. A leadership brand helps
distinguish leaders and also outlines their approach, values, beliefs etc.
1. The first step definitely is identifying and establishing the results one wants to achieve by the
end of a specific time period with a focus on preserving the interests of key stakeholders.
2. The second step becomes those distinguishing features with which one wants to be known as a
leader. For e.g. one might identify drive for result as ones core strength area and can create a
leadership brand based on the same
3. The next step becomes defining your identity. One might chose two or three word phrases to
define their approach to leadership like Innovating to Excel etc
4. The last step becomes coming up with a leadership statement which conjuncts what one wants
to be known for and what one wants to achieve
It is also important for leaders to check their leadership brand with seniors, subordinates and other
stake-holders to understand their expectations from the role; and if any disconnect is pointed out,

it needs to be incorporated.
Apart from the above aspects, leaders need to role model themselves and redefine their
perceptions and ambitions to encompass the entire institution, which they represent. A leader
needs to put the interests of the organization and stakeholders before his/her personal ambition and
goals and strive to create success which is sustainable and does not need their constant presence.
The leaders need to understand that a personal leadership brand cannot be created overnight but
credibility is earned the hard way, through years of perseverance. Once a leadership brand is
created its acceptance and stability is established only after results are achieved. So, if a leader
identifies certain goals but fails to achieve them, there are no takers for that leadership brand,
similarly if a leader displays behaviors contradictory to what is outlined by his brand values, then
also the credibility and respect of the brand is lost.
Level 5 Leadership
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We have always associated leadership with a very visible and popular role which gives you
recognition and a larger than life status as a leader however the level 5 leadership proposes quite
opposing characteristics of a successful leader. Jim Collins and his research team were exploring
the factors that made good companies great way back in the 1960s. It was then that they stumbled
upon the Level 5 leaders who were invariably at the helm of affairs of all the companies which
went on to become great in their respective fields. Who exactly is a Level 5 leader? Collins
describes Level 5 leader as Humility + Will = Level 5. They are the nurturing leaders who do not
want credit but want success to sustain over a longer period of time, long after they are gone.
Level 5 leaders are modest, shy and fearless and possess the capability to transform an
organization from good to great without portraying themselves as wizards with magic wands.
They prefer talking about the company and the contribution of other people but rarely about their
role or achievements. Let us have a look at the hierarchical level of leadership identified:

The Level 5 leadership clearly reestablishes the facts about a simply living and high thinking with
an emphasis on personal humility taught by the older generations. The financial breakthroughs
achieved by level 5 leaders prove that these characteristics can achieve tangible results as well.
The most important example in this context can be cited of great world leaders like M.K. Gandhi
and Abraham Lincoln, who always put their vision ahead of their egos. They came across as shy
and defenseless people in their mannerism and speech but were hardly so when it came to actions.
The other example from the business leaders who fitted perfectly into this category was Darwin E
Smith who was the CEO of the paper company Kimberly-Clark and turned it around to become
the biggest consumer paper product company. He was a unique mix of personal humility and will;
combined with risk taking ability which made him a role model for the business leaders of today.
There are certain actions performed by Level 5 leaders which separate them from the rest of the
leaders and senior executives.
The first step if their ability to identify and include right people with them towards achieving
goals. Unlike the traditional method of building strategies and then looking for the right people to
carry them out, they take a different route. Its about getting the right people on board and then
deciding on the destination. They also do not shy away from facing and accepting brutal truths and
realities of data, numbers and situations but at the same time they do not lose hope of a better
future. They also strive towards aligning consistent efforts towards a goal, rather than giving one
massive push they believe in small but firm pushes to bring in the momentum. They also exercise
their judgment to understand an aspect, in depth and thoroughly, rather than burdening themselves
with myriad information. They practice and encourage a disciplined approach towards their work
life and as visionaries use carefully identified technologies to give their businesses strategic
advantage.
With the new concept of Level 5 leadership we come back to an age old question, can Level 5
leadership be learnt, if yes then how. According to Collins it is farfetched to suitably see whether it
can be learnt or not but he surely identifies two categories of people, one who have the Level 5
Leadership in them, dormant, latent or unexpressed and others who do not have it.

So leaders who cannot look beyond their personal role, fame, achievements etc can hardly become
Level 5 leaders. Only when they can put the larger good ahead of them, they transcend to the next
level. This transition is not general but can be brought by some tragic accident, near death
experiences or a life changing incident, as came across by Collins in his research. It would be
appropriate to mention the name of M.K. Gandhi to understand it better. For Gandhi who had
lived a comfortable life with a law degree from England had no experience of being oppressed by
the ruling class until he was thrown out of a train despite carrying a first class ticket. His transition
began from there, which later made him actively participate in the Indian Freedom Struggle.
Level 5 leadership is difficult to find and leaders who display it are a cut above the rest.

Four classic motivation theories

Professor Stuart-Kotze discusses four classic theories from:
Maslow Herzberg McClelland Vroom
Each is discussed on a separate page of the site.
Introduction
Joe Kelly presents a simple model that illustrates the process of motivation.
Needs - drives - behaviour - goals - reduction or release of tension
Behaviour is both directed to, and results from, unsatisfied needs. The word unsatisfied is most
important. As Maslow says:
"If we are interested in what actually motivates us and not what has or will, or might motivate us,
then a satisfied need is not a motivator."
Kelly's model of motivation presents a sort of chicken-egg dilemma. Which comes first, the goal
or the need? When we talk about behaviour being goal-oriented, we mean that individuals feel a
need, want, desire or drive to do something that leads to the achievement of a goal. But is the goal,
as part of the self, already there? Is it the factor that stimulates the need? Are goals and needs the
same thing?
It is useful to separate the two concepts. We can define a goal as that outcome which we strive to
attain in order to satisfy certain needs. The goal is the end result, the need the driving force that
spurs us towards that result. A student might have a goal to get an A in a course, but this goal may
reflect a number of different needs. He or she may feel a need to confirm his or her competence;
friends may all be getting A's; he or she may wish to have the esteem of others; simply to do the
best possible; to keep a scholarship. It is difficult to infer needs from goals.

We talk about money as a motivator. Money represents so many different things to different
people that saying that individuals "work for money" is meaningless. What we have to know is
what needs the money is satisfying. Is it survival, status, belonging, achievement, a convenient
scorecard for performance? Remember, behaviour is both directed to, and results from, unsatisfied
needs.
Every individual has a number of needs which vie for satisfaction. How do we choose between
these competing forces? Do we try to satisfy them all? Much like a small child in a candy store,
faced with the dilemma of spending his or her allowance, we are forced to decide what we want
the most; that is, we satisfy the strongest need first.
Although there is general agreement among psychologists that man experiences a variety of needs,
there is considerable disagreement as to what these needs are - and their relative importance.
There have been a number of attempts to present models of motivation which list a specific
number of motivating needs, with the implication that these lists are all-inclusive and represent the
total picture of needs. Unfortunately, each of these models has weaknesses and gaps, and we are
still without a general theory of motivation.
I will describe the four main theories of motivation. These are
Maslow's Hierarchy of Needs Herzberg's Dual-Factor Theory The Need for Achievement and
David McClelland's work Vroom's Expectancy Theory of motivation.
Next page - "Hierarchy of Needs"
Page 1 of 5
Hierarchy of Needs - Abraham Maslow
One model of motivation that has gained a lot of attention, but not complete acceptance, has been
put forward by Abraham Maslow.
Maslow's theory argues that individuals are motivated to satisfy a number of different kinds of
needs, some of which are more powerful than others (or to use the psychological jargon, are more
prepotent than others). The term prepotency refers to the idea that some needs are felt as being
more pressing than others. Maslow argues that until these most pressing needs are satisfied, other
needs have little effect on an individual's behaviour. In other words, we satisfy the most prepotent
needs first and then progress to the less pressing ones. As one need becomes satisfied, and
therefore less important to us, other needs loom up and become motivators of our behaviour.
Maslow represents this prepotency of needs as a hierarchy. The most prepotent needs are shown at
the bottom of the ladder, with prepotency decreasing as one progresses upwards.

Self-actualisation- reaching your maximum potential, doing you own best thing Esteem- respect
from others, self-respect, recognition Belonging- affiliation, acceptance, being part of something
Safety- physical safety, psychological security Physiological- hunger, thirst, sex, rest
The first needs that anyone must satisfy are physiological. As Maslow says:
"Undoubtedly these physiological needs are the most prepotent of all needs. What this means
specifically is that in the human being who is missing everything in life in an extreme fashion, it is
most likely that the major motivation would be the physiological needs rather than any others. A
person who is lacking food, safety, love and esteem would probably hunger for food more strongly
than anything else."
Once the first level needs are largely satisfied, Maslow maintains, the next level of needs emerges.
Individuals become concerned with the need for safety and security - protection from physical
harm, disaster, illness and security of income, life-style and relationships.
Similarly, once these safety needs have become largely satisfied, individuals become concerned
with belonging - a sense of membership in some group or groups, a need for affiliation and a
feeling of acceptance by others.
When there is a feeling that the individual belongs somewhere, he or she is next motivated by a
desire to be held in esteem. People need to be thought of as worthwhile by others, to be recognised
as people with some value. They also have a strong need to see themselves as worthwhile people.
Without this type of self-concept, one sees oneself as drifting, cut off, pointless. Much of this
dissatisfaction with certain types of job centres around the fact that they are perceived, by the
people performing them, as demeaning and therefore damaging to their self-concept.
Finally, Maslow says, when all these needs have been satisfied at least to some extent, people are
motivated by a desire to self-actualise, to achieve whatever they define as their maximum
potential, to do their thing to the best of their ability. Maslow describes self-actualisation as
follows:
"A musician must make music, an artist must paint, a poet must write, if he is to be ultimately
happy. What a man can do, he must do. This need we may call self-actualisation ... It refers to the
desire for self-fulfilment, namely the tendency for one to become actualised in what one is
potentially. This tendency might be phrased as the desire to become more and more what one is, to
become everything that one is capable of becoming. The specific form these needs take will of
course vary greatly from person to person. In one individual it may be expressed maternally, as the
desire to be an ideal mother, in another athletically, in still another aesthetically, the painting of
pictures, and in another inventively in the creation of new contrivances. It is not necessarily a
creative urge although in people who have any capabilities for creation it will take this form."
(You can gain an indea of your own position in this hierarchy by completing the exercise
Maslow's Hierarchy of Needs.)

Several points must be made concerning Maslow's model of motivation. First, it should be made
clear that he does not mean that individuals experience only one type of need at a time. In fact, we
probably experience all levels of needs all the time, only to varying degrees. In many parts of the
world, hunger is a genuine reality but we have all experienced the phenomenon of not being able
to concentrate upon a job because of a growling stomach. Productivity drops prior to lunch as
people transfer their thoughts from their jobs to the upcoming meal. After lunch, food it not
uppermost in people's minds but perhaps rest is, as a sense of drowsiness sets in.
Similarly, in almost all organisational settings, individuals juggle their needs for security ("Can I
keep this job?") with needs for esteem ("If I do what is demanded by the job, how will my peers
see me, and how will I see myself?") Given a situation where management is demanding a certain
level of performance, but where group norms are to produce below these levels, all these issues
are experienced.
If the individual does not produce to the level demanded by management, he or she may lose the
job (security). But if he or she conforms to management's norms rather than those of the group, it
may ostracise him or her (belonging) while the individual may see him or herself as a turncoat
(esteem) and may have a feeling of having let the side down (self-esteem.) We do not progress
simply from one level in the hierarchy to another in a straightforward, orderly manner; there is a
constant, but ever-changing pull from all levels and types of needs.
A second point that must be made about Maslow's hierarchy is that the order in which he has set
up the needs does not necessarily reflect their prepotence for every individual. Some people may
have such a high need for esteem that they are able to subordinate their needs for safety, or their
physiological or belonging needs to these. The war hero springs to mind. There is little concern for
safety or physical comfort as the seeker of glory rushes forward into the muzzle of destruction.
A third, and very important point to be made about Maslow's hierarchical model is the assertion
that once a need is satisfied it is no longer a motivator - until it re-emerges. Food is a poor
motivator after a meal. The point in this is clear for management. Unfortunately, many
organisations and individuals still fail to get the message. Most incentive schemes are based upon
needs that have already been largely satisfied. If management placed emphasis on needs that have
not been satisfied, employees would be more likely to be motivated towards achieving the goals of
the organisation. Human behaviour is primarily directed towards unsatisfied needs.
Finally, an important aspect of Maslow's model is that it provides for constant growth of the
individual. There is no point at which everything has been achieved. Having satisfied the lower
needs, one is always striving to do things to the best of one's ability, and best is always defined as
being slightly better than before.
There has been a great deal of debate over Maslow's hierarchical concept of motivation. It has a
basic attraction to most people because it seems to be logical, to make sense.

Page 2 of 5
Dual-Factor Theory - Frederick Herzberg
Frederick Herzberg and his associates began their research into motivation during the 1950's,
examining the models and assumptions of Maslow and others. The result of this work was the
formulation of what Herzberg termed the Motivation-Hygiene Theory (M-H). The basic
hypotheses of this theory are that:
1. There are two types of motivators, one type which results in satisfaction with the job, and the
other which merely prevents dissatisfaction. The two types are quite separate and distinct from one
another. Herzberg called the factors which result in job satisfaction motivators and those that
simply prevented dissatisfaction hygienes.
2. The factors that lead to job satisfaction (the motivators) are:
achievement recognition work itself responsibility advancement
3. The factors which may prevent dissatisfaction (the hygienes) are:
company policy and administration working conditions supervision interpersonal relations
money status security
Hygienes, if applied effectively, can at best prevent dissatisfaction: if applied poorly, they can
result in negative feelings about the job.
Motivators are those things that allow for psychological growth and development on the job. They
are closely related to the concept of self-actualisation, involving a challenge, an opportunity to
extend oneself to the fullest, to taste the pleasure of accomplishment, and to be recognised as
having done something worthwhile.
Hygienes are simply factors that describe the conditions of work rather than the work itself.
Herberg's point is that if you want to motivate people, you have to be concerned with the job itself
and not simply with the surroundings.
In a medical sense, growth, healing and development occur as natural internal processes. They are
the result of proper diet, exercise, sleep etc. Hygienic procedures simply prevent disease from
occurring. They do not promote growth per se. Herzberg says that we should focus our attention
on the individuals in jobs, not on the things that we surround them with. He maintains that we tend
to think that growth and development will occur if we provide good working conditions, status,
security and administration, whereas in fact what stimulates growth (and motivation to grow and
develop) are opportunities for achievement, recognition, responsibility and advancement.
Once again, this theory has a basic attraction. As Joe Kelly puts it, however:

"It is always as well to bear in mind that academics, who place considerable value on autonomy
and inner direction, have an obsession about making work meaningful. The notion that it is
possible to realise man's true nature through creative work which is its own reward is an
exceedingly attractive proposition to the learned don which is rarely fully shared by his wife".
Herzberg goes further than Maslow, cutting the hierarchy off near the top and maintaining that
motivation results only from some elements of esteem needs and self-actualisation.
(Next page - "The need for nchievement")
Page 3 of 5
The Need for Achievement - David McClelland
The one single motivating factor which has received the most attention in terms of research, is the
need for achievement (n-ach). As a result, we know more about n-ach than any other motivational
factor. Much of this knowledge is due the work of David McClelland of Harvard. To illustrate
what he means by the need for achievement, McClelland cites the following example:
"Several years ago, a careful study was made of 450 workers who had been thrown out of work by
a plant shutdown in Erie, Pennsylvania. Most of the unemployed workers stayed at home for a
while and then checked with the employment service to see if their old jobs or similar ones were
available. But a small minority among them behaved differently; the day they were laid off, they
started job hunting. They checked both national and local employment offices; they studied the
Help Wanted sections of the papers; they checked through their union, their church and various
fraternal organisations; they looked into training courses to learn a new skill; they even left town
to look for work, while the majority when questioned said they would not under any
circumstances move away to obtain a job. Obviously the members of the active minority were
differently motivated."
Individuals with a high n-ach have a number of distinctive characteristics which separate them
from their peers. First of all, they respond well to situations where they can take personal
responsibility for finding solutions to problems. This allows them to gain personal satisfaction
from their achievements. They do not like situations where success or failure results from chance.
The important thing is that the outcome be the result of their own skill and effort.
A second characteristic of high n-ach people is that they like to set moderately high goals for
themselves. These goals are neither so low that they can be achieved with little challenge, nor so
high that they are impossible. High n-ach individuals prefer goals that require all-out effort and the
exercise of all their abilities. Once again, the achievement of this type of objective results in
greater personal satisfaction. This phenomenon can be observed in very young children. A child
may be given a game of ring toss, told that he or she scores whenever a ring lands over the peg
and then left alone to play the game. McClelland comments:

"Obviously children who stand next to the peg can score a ringer every time; but if they stand a
long distance away, they will hardly ever get a ringer. The curious fact is that children with a high
concern for achievement quite consistently stand at moderate distances from the peg where they
are apt to get achievement satisfaction ... The ones with low n-Achievement, on the other hand,
distribute their choices of where to stand quite randomly over the entire distance. In other words,
people with high n-Achievement prefer a situation where there is a challenge, where there is some
real risk of not succeeding, but not so great a risk that they might not overcome it by their own
efforts".
A third distinctive characteristic of high achievers is that they want concrete feedback on their
performance. Only certain types of jobs provide this kind of feedback, however, and so some
kinds of jobs are unattractive to high achievers. For instance, teachers receive only imprecise,
hazy feedback as to the effectiveness of their efforts while production managers have a daily
output chart to look at with either joy or disappointment.
There are some additional minor characteristics possessed by high achievers. They tend to enjoy
travel, are willing to give up a bird in the hand for two in the bush and prefer experts to friends as
working partners. The image is clear; the high achiever is a personality type suited admirably to
certain jobs and not others. It would be wrong to treat all individuals as high achievers and attempt
to motivate them by offering them challenging jobs, rapid and objective feedback on performance
and personal responsibility for success or failure.
Other needs
McClelland has also identified two other types of need, the need for affiliation (n-affil) and the
need for power (n-pow). His testing procedure is concerned with the application of what is known
as the Thematic Apperception Test (TAT), a series of pictures which are presented to a subject, one
at a time. The individual is asked to tell a story about each picture. The underlying assumption of
the TAT procedure is that it will reveal the dominant thoughts and attitudes of subjects. For
instance, an individual with high n-ach will formulate stories concerned with getting things done,
challenging situations, feelings of satisfaction at having done a good job and so on. The individual
with a high need for affiliation (n-affil) will reflect sensitivity to the feelings of others, a desire for
friendly relationships and a reference to situations which involve human interactions. High npower subjects will relate stories reflecting the process of influencing others, controlling and
manipulating others.
The need for affiliation
The need for affiliation is similar to Maslow's need to belong. It can be a dominant motivating
force affecting behaviour and may manifest itself in many different ways. The novelist John
O'Hara was supposedly obsessed with the fact that, not having a college degree, he was excluded
from membership of certain clubs and societies. At the other end of the spectrum, James Coyne, a
former Governor of the Bank of Canada, was described as the most unclubbable man in the

country, as he held an aversion to joining groups. In its most straightforward form, a need for
affiliation manifests itself in a desire to be liked by others, to be part of a group, to enter into
warm, personal relationships. High n-affil people value relationships over accomplishments, and
friendship over power.
The need for power
In studying the motivational profiles of North American managers, McClelland noticed that many
of those who reach the top of organisations and are rated as highly effective in their positions,
demonstrate a concern for influencing people. This is, in McClelland's terms, a need for power.
This need is not simply seen as the raw desire to control others or simply to exert authority.
McClelland makes the point that:
"... this need must be disciplined and controlled so that it is directed toward the benefit of the
institution as a whole and not toward the manager's personal aggrandisement. Moreover, the top
manager's need for power ought to be greater than his or her need for being liked by people."
Power motivation refers not to autocratic, tyrannical behaviour but to a need to have some impact,
to be influential and effective in achieving organisational goals.
Results
McClelland examined the motivational needs of a large group of managers whose units
demonstrated varying degrees of morale. The most important factor, in predicting whether a
manager's subordinates would exhibit high morale, turned out to be how their need for power
related to their need for affiliation. Teams which exhibited higher morale were those in which the
manager's need or power exceeded their desire to be liked. McClelland puts forward the following
explanation:
"Sociologists have long argued that, for a bureaucracy to function effectively, those who manage it
must be universalistic in applying rules. That is, if they make exceptions for the particular needs of
individuals, the whole system will break down. The manager with a high need to be liked is
precisely the one who wants to stay on good terms with everybody and therefore is the one most
likely to make exceptions in terms of in terms of particular needs. ... Sociological theory and our
data both argue ... that the person whose need for affiliation is high does not make a good
manager."
(Take a look at the exercise Discipline and Grievance.)
Organisation man?
Power-motivated managers, like achievement orientated managers and the affiliators, demonstrate
distinct characteristics:

They are highly organisation-minded. They feel responsible for building organisations to which
they belong. They believe strongly in centralised authority. They like to work. This is different
from the high achiever who likes to minimise work by becoming more efficient. While the high
achiever minimises effort and maximises output, the power-motivated manager enjoys work for its
own sake. They are willing to sacrifice some of their own self-interest for the good of the
organisation. They have a strong sense of justice, feeling that hard work and sacrifice should be
rewarded.
The picture of McClelland's power-motivated manager is reminiscent of the organisation man
caricatured by William Whyte. The message seems to be that if one is dedicated to the institution,
committed to the work ethic and unflagging in energy and devotion, success will follow. However,
the increasing popularity of switching jobs as a method of rapid advancement and the rapidity of
change in organisations somewhat contradicts this type of thinking.
(Next page - "Expectancy theory")
Page 4 of 5
Expectancy Theory of motivation - Victor Vroom
Victor Vroom, of Carnegie-Mellon in Pittsburgh, has challenged the assertion of the human
relationists that job satisfaction leads to increased productivity. (This theory has been called the
contented cow approach to management.) The assumption is that if management keeps employees
happy, they will respond by increasing productivity. Herzberg, in a delightful film of motivation,
highlights the fallacy of this assumption with an interview between a manager and a secretary. The
secretary is complaining about the job, and the manager lists all the things that have been done for
the secretary - increases salary, new typewriter, better hours, status and so on - at the end of which
she looks straight at him and asks, "So what have to done for me lately?"
The point may be made that satisfied needs do not motivate people Hygienes simply keep
employees quiet for a time. For an individual to be motivated to perform a certain task, he or she
must expect that completion of the task will lead to achievement of his or her goals. The task is
not necessarily the goal itself but is often the means of goal attainment. Vroom defines motivation
as:
"A process governing choices, made by persons or lower organisms, among alternative forms of
voluntary behaviour."
In organisational terms, this concept of motivation pictures an individual, occupying a role, faced
with a set of alternative voluntary behaviours, all of which have some associated outcomes
attached to them. If the individual chooses behaviour 1, outcome A results; if 2 then B results and
so on.
Knowing that individuals choose behaviours in order to obtain certain outcomes is nothing new.

The question is why they choose one outcome over another. The answer provided by the
motivational theories I have discussed (Maslow, Herzberg, McClelland) is that the choice reflects
the strength of the individual's desire or need for a specific outcome at a certain time.
However, Vroom makes the point that task goals (productivity, quality standards or similar goals
attached to jobs) are often means to an end, rather than the end in itself. There is a second level of
outcomes which reflect
the real goals of
individuals and these
may be attained, in
varying
degrees,
through task behaviour.
An
individual
is
motivated to behave in
a
certain
manner
because:
(a) he or she has a
strong desire for a certain task outcome and a reasonable expectation of achieving that outcome
and
(b) because he or she also expects that the achievement of the task outcome will result in reward in
terms of pay, promotion, job security, or satisfaction of individual needs - physiological, safety,
esteem and so on.

Imagine a manager has as a task goal, receive good ratings for internal customer service. The
choice of this task goal reflects three things:
1. The strength of the need for good ratings versus some other goal. 2. The expectation that this
goal can be achieved. 3. The expectation that the achievement of this task goal will lead to desired

rewards - promotion, increased security and so on.

Vroom would maintain that we do things in our jobs in order to achieve second level rewards:
"If a worker sees high productivity as a path leading to the attainment of one or more of his or her
personal goals, he or she will tend to be a high producer. Conversely, if he or she sees low
productivity as path to the achievement of his or her goals, he or she will tend to be a low
producer".
Certainly Vroom has hit on an important aspect of motivation. We do not attempt simply to satisfy
a need or even a set of needs in a straightforward, "If I do this, then I will achieve that" manner.
We work with a chain of goals and rewards, where goals in one area are only a means of achieving
goals in another.
You might enjoy two articles on the hierarchy of needs and men and women.
Team Development Coaching
When a group of talented individuals work together this does not always create a high
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The start point for any Team Development Coaching assignment is to understand from the
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