Leadership and Motivation: Intrinsic, Extrinsic, and Team Dynamics

This report delves into the concepts of intrinsic and extrinsic motivation, defining each and providing examples to illustrate their differences. Extrinsic motivation is driven by external rewards or the avoidance of punishment, while intrinsic motivation stems from internal satisfaction and enjoyment. The report discusses the overjustification effect and the conditions under which external rewards can enhance or diminish motivation. Furthermore, it outlines the characteristics of a performance-driven team, including shared purpose, open communication, trust, shared leadership, effective working procedures, and continuous learning. The report references several academic sources to support its analysis of motivation theories and team dynamics.

Assignment 8th
Intrinsically motivated versus extrinsically motivated
In order to differentiate an individual about the being intrinsically motivated or extrinsically
motivated, it is important to know the definitions of these two terms.
The Extrinsic motivation is said to have occurred when one is performing certain behavior after
getting motivated, that is may be for engaging in an activity for earning better rewards or for
avoiding punishment. So, to cite examples for extrinsic motivation, can be studying by an
individual for achieving good grades, or may be cleaning the room, so as to avoid scolding from
parents, or taking participation in an award-winning sports category, or contesting in a
competition to win scholarship. So, if we check the above examples, the fundamental thing we
get is that, extrinsically motivated behavior is based only on certain desire to achieve something
maybe in the form of prizes or rewards and also to avoid any adverse effects like that of getting
rebuked or receiving punishments. So, it significantly states that, people who are extrinsically
motivated may not be enjoying the act they are into but is only doing to avoid adverse effects or
to gain reward (A. H. MASLOW, 1954).
On the other hand, Intrinsic Motivation involves an individual in a behavior which is self-
rewarding or self- satisfying, that is someone is doing something or performing an activity only
for the sake of their individual happiness. Examples include, taking participation in a sport only
due to the reason that, that particular sports are enjoyable to that individual, again, when
someone finds that solving word puzzle is quite challenging or exciting. So, if we take a look at
these example, we can find that, it is only the internal desire of the participant who is taking part
in the activity only for the sake of self- satisfaction or self- enjoyment (B. F. Skinner, 1957).
But, often it is seen that, offer of excessive external rewards within an already internally
rewarding behavior causes reduction in intrinsic motivation, called the over justification effect.
The extrinsic motivation is never a bad thing and are beneficial in some situations and is
important in situations where a person feels uneasy or is reluctant to do something, then to make
that individual complete that task requires external rewards which will then help in inducing the
interest and participation in to that act, in which the individual initially had no interest.
So, when an intrinsically motivated individual needs motivation, then any kind of external
rewards in an unexpected manner will help in increasing the motivation, so when an experienced
nurse loves doing the job, and hence is intrinsically motivated then, to motivate her further
requires external rewards, in the form of pay hike, or promotion. On the other hand, an
extrinsically motivated individual to be motivated requires, goal setting, in such a way that,
people will be rewarded based on their outcome which gets measured (Richard M. Steers,
Richard T. Mowday, and Debra L. Shapiro, 2004).
The characteristics of a performance-driven team
The following are the characteristics of a performance- driven team:

There must be some sense of purpose where the team members having a common along
with shared vision, or goals, or objectives and also values, having a strong focus towards
the achievement of results and also on the solutions, with prioritizing sense with clarity
about taking directions, or making decisions and also about the way on how the work will
progress (Mary J. Waller, Jeffrey M. Conte, Cristina B. Gibson, and Mason A. Carpenter,
2001).
An open communication must be present within the Team members for expressing their
thoughts so that they can share their feelings openly, for surfacing the conflict towards
routine resolution (Mark P. Healey, Timo Vuori, and Gerard P. Hodgkinson, 2015).
The trust and mutual respect must be significantly prominent within the Team members
for valuing and supporting others, so that they will be able to confess truth which will
then help in providing honest and caring feedback.
Shared leadership is predominantly present in the team, where the team members often
assumes the role of leadership roles based on current task and also based on what the
group actually needs.
Effective working procedures will help the team to gather, or organize and also evaluate
information, by encouraging creativity, supported by innovation, so that the risk-taking
plans are opted appropriately.
To build on the differences, team is in to optimizing the talents, or information and also
the strengths and search different viewpoints to the outsiders.
In order to flexible and adaptable the changes must be accepted as opportunities, so that
the shared responsibility, can help the team towards continuous improvement.
Continuous learning must be encouraged so that the growth can be encouraged from the
past mistakes and the past experiences (Naomi Ellemers, Dick De Gilder, and S.
Alexander Haslam, 2004).
References
A. H. MASLOW. (1954). The Instinctoid Nature of Basic Needs. Journal of Personality, 326-
347.
B. F. Skinner. (1957). Verbal Behavior. Harvard University Press.
Mark P. Healey, Timo Vuori, and Gerard P. Hodgkinson. (2015). When Teams Agree While
Disagreeing: Reflexion and Reflection in Shared Cognition. Academy of Management
Review.
Mary J. Waller, Jeffrey M. Conte, Cristina B. Gibson, and Mason A. Carpenter. (2001). The
Effect Of Individual Perceptions of Deadlines on Team Performance. Academy of
Management Review.
Naomi Ellemers, Dick De Gilder, and S. Alexander Haslam. (2004). Motivating Individuals and
Groups at Work: A Social Identity Perspective on Leadership and Group Performance.
Academy of Management Review.
Richard M. Steers, Richard T. Mowday, and Debra L. Shapiro. (2004). The Future of Work
Motivation Theory. Academy of Management Review.