Leadership, Motivation, and the Changing Nature of the Workplace

This essay examines the challenges and implications of the changing nature of the workplace on leadership and motivation. It discusses the dilemma managers face in delegating responsibilities, balancing control, and inspiring employees in an environment characterized by evolving work patterns and technological advancements. The case study of Samantha Parks highlights the tension between delegating duties to foster employee motivation and maintaining control over critical business operations. The essay argues that managers should embrace technology as a control tool while empowering capable professionals with creative processes, ultimately adapting to the transformations in the working environment to enhance business performance.

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THE CHANGING NATURE OF THE WORLPLACE
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Introduction
Management presents a lot of challenges for many mangers (Hülsmann & Berry, 2014).
It is significant to understand that making important decision could have some impact in one way
or another for the team involved in the working process. Managers are presented with the
challenge of deciding on the work delegation procedures (Bell & Bodie, 2012). As stated in the
case, when managers are presented with the dilemma of work delegation, the challenge is
determining the right sections of the work to assign to other team members, and also remain in
balance and control of significant organizational activities. While there has been opposing
debates on what the mangers should delegate to other team members and why they should do it,
the most fundamental decision should remain with the manager him or herself based on the
evaluation of the organization.
The Case Study: Leadership and Motivation
As highlighted in the case study, Samantha Parks’s decision to delegate some oversight
duties to other team members is a sensible move given the expanding nature of the business. In
this scenario, it is significant to note that management and control needs expand with the
growing nature of the business. This therefore presents a genuine challenge for a manager, as the
management of all the projects could prove a challenging task that may result in harming the
business if the director does not succeed (Ghejan & Gal, 2017, p.1). For this case, the delegation
of duties is fundamental for the expanded organizations.
The greatest aspects of the delegation of critical management roles are that it gives the
manager the leadership and control over the operations. Also, it presents the manager with the
opportunity to provide the motivation and inspiration to the team, through effective guidance and

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management direction (Buble et al., 2014). The top executives within the organizations can still
be influential in offering leadership, and being at the creative core of their businesses.
The Implications on Performance and Management
The changing nature of the working in environment is a clear challenge for the modern
management, and more so the performance of the people at the core of the business operations.
In the current world, employees are working less and are occupied to more than one job. Also,
most of the working professionals are hired on the demand basis. For this reason, it becomes
difficult for the managers to have fully dedicated members. With all these aspects, it becomes
necessary for the managers to have full control in the creative process of their enterprises. As
seen in the case of Samantha Parks, the hard decisions she faces in delegating some parts of the
projects for her business is found on the fact that inner fears of commitment in the modern
working environments is a valid source of concern.
On the other side, when an organization has a pool of employees that cannot be trusted
with the crucial tasks of the strategic business growth, they are likely to be less motivated and
disgruntled. It goes down to the intrinsic motivation of value that every worker needs, and this
can be enhanced by being trusted with the crucial organizational roles in important projects
(Kappen, 2010, p.5). Therefore, the management is faced with the real dilemma, as their
decisions could either inspire the workers or decline their performance levels. Careful decision
making is fundamental for the management in this case.
Evaluation of the Issue
From a critical point of view, the management field should be grateful for the evolution
of the technological advancements that make the working process easier to manage. Technology
in some ways has been termed as disruptive, however, this all depends on the how well it is

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utilized. There have been issues around the longevity and commitment of the employees to the
cause of the business; however, the managers have the authority over the working procedures.
Managers and top executives need to showcase their flexibility in changing with the evolving
working environment. The fear of delegation of some significant duties as revealed in the case
study of Samantha Parks’s business should not be a significant matter in the technological world.
With the advance systems, how could a manager fail to control his environment form a strategic
point of advantage? Technology has come to make the work and the management process easier,
and this can be enhanced in several ways for the betterment of the enterprise (Berisha-Namani,
2010). Therefore, managers should utilize the technology as a control tool and delegate the
creative process to the capable professionals while they concentrate on the strategic expansion.
Conclusion
With the continued changes and practices in the working patterns across the world, it is
now apparent that the various executives also need to adapt with the transformations. The
managers should be analytical and strategic on the needs of the business, which means that
important strategic decisions, leadership and motivation for the workers can be revolutionary for
business performance.

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References
Bell, R.L. & Bodie, N.D., 2012. Delegation, Authority and Responsibility: Removing the
Rhetorical Obstructions in the Way of an Old Paradigm. Journal of Leadership,
Accountability and Ethics, 9(2), pp.94-108.
Berisha-Namani, M., 2010. The Role of Information Systems in Managment Decision Making-
an Theoretical Approach. Information Management, (12), pp.109-16.
Buble, M., Juras, A. & Matic, I., 2014. The Relationship Between Managers' Leadership Styles
and Motivation. Management, 19(1), pp.161-93.
Ghejan, A.L. & Gal, J.H., 2017. Delegation of Responsibilities and Decision-Making Authority
in a Low Trust Country. Bachelor Thesis: School of Business, Society and Engineering,
Mälardalen University.
Hülsmann, M. & Berry, A., 2014. Strategic Management Dilemma: Its Necessity in a World of
Diversity and Change. In Lundin, R.et al. (eds). Proceedings of the SAM/IFSAM VIIth
World Congress on Management in a World. Göteborg, Sweden, 2014.
Kappen, F., 2010. Leadership and motivation: How leadership-styles contribute to employees’
intrinsic and extrinsic motivation. Bachelor Thesis Organization & Strategy .