Project Management: Leadership and Motivation in Projects

This report critically analyzes the role and importance of motivation in project management, utilizing various theoretical models such as Maslow’s Hierarchy of Needs, Vroom’s Expectancy Theory, Reinforcement Theory, Scientific Management, and Herzberg’s Theory. The report aims to motivate both new and experienced project management staff, Tom and Harriet, by applying these motivation theories and highlighting the significance of leadership styles, including autocratic, participative, and democratic approaches. The analysis emphasizes the impact of effective communication and participative leadership on staff motivation, while also exploring the roles of intrinsic and extrinsic factors in driving employee engagement and project success. The report underscores the importance of adapting leadership strategies to different project stages and individual needs to achieve optimal team performance and organizational growth. The report also provides a framework for understanding employee perceptions, addressing concerns, and aligning individual expectations with project goals, ultimately contributing to the overall success of projects.

Running head: PROJECT MANAGEMENT: LEADERSHIP AND MOTIVATION
Project Management: Leadership and Motivation
Name of the Student
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PROJECT MANAGEMENT: LEADERSHIP AND MOTIVATION
Abstract
The main objective of this report is to critically discuss and analyse the role and importance of
motivation in project management. This report utilizes appropriate theoretical models such as
Maslow’s Hierarchy of Needs, Vroom’s Expectancy Theory, Reinforcement Theory, Scientific
Management and Herzberg’s Theory for motivating project management staffs. This report aims
to motivate Tom and Harriet by appropriately using motivation theories. This report highlights
various leadership styles and its influence on staff motivation. Some of the leadership styles that
are discussed in this report are autocratic, participative and democratic styles. This report
determined that effective communication process and participative leadership style will play a
significant role in motivating project management staffs. This report also gave an overview of
the intrinsic and extrinsic factors that will motivate employees and project management staffs.

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Table of Contents
1. Introduction..................................................................................................................................3
2. Role of Motivation.......................................................................................................................3
3. Theoretical Models of Motivation...............................................................................................5
4. Leadership and its Styles...........................................................................................................11
5. Role of Leadership and Communication Process in Motivation...............................................12
6. Conclusion.................................................................................................................................14
7. Recommendations......................................................................................................................15
References......................................................................................................................................16

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PROJECT MANAGEMENT: LEADERSHIP AND MOTIVATION
1. Introduction
Motivation of the employees and project team members play a significant role in the
success of the projects. This also helps the organizations to grow. Employee retention has
become a challenging factor for the organizations (Ganta 2014). Globalization has increased the
demand of the human resources, but at the same time employee motivation has become a catalyst
for the improvement of employee performance and for the success of the projects. Leaders are
said to motivate the employees and help to lead to project success. Motivated employees have
seen to be high achievers. Motivation is considered to be an external or internal factor that
stimulates energy and desire in individuals to constantly remain interested as well as committed
to a role or job. There are motivational theories such as Maslow’s needs hierarchy and
Herzberg’s two factor theory that explains how individuals and project team members can be
motivated (Ozguner and Ozguner 2014). Several leadership styles also help in motivating the
employees.
This report tries to find a solution for motivating Tom, who is an inexperience new
employee and Harriet, who is an experienced project manager by using various motivation
theories. This report shows the role played by various theoretical models of motivation in project
management. It also discusses the role of leadership and communication process in motivation.
This report discusses about various styles of leadership and shows which leadership style can
motivate Tom and Harriet.

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PROJECT MANAGEMENT: LEADERSHIP AND MOTIVATION
2. Role of Motivation
Motivation is considered to be a process by which people are stimulated to actions for
accomplishing their goals. Motivated parties are needed to be induced for performing actions.
Several desires of the people like desire for success, recognition, job satisfaction and money
motivate them to perform better and achieve their goals (Dinibutun 2012). One of the main
functions of organizations is to develop a sense of willingness amongst the staffs and employees
so that they give their best performance for the organizational growth as well as their own
benefits. In order to get motivated, an individual must feel the desire or need to achieve goals.
This need or desire needs to be aroused through some actions. Motivation can be considered to
be a psychological process or phenomenon (Reeve 2014). There are mainly two types of
motivation: intrinsic and extrinsic motivation. Intrinsic motivation is developed when people find
their work to be interesting and are satisfied with their work. Extrinsic motivation needs external
rewards that help the people to get motivated and perform better.
Motivation plays a significant role in the success of projects and leads to organizational
growth. Motivated employees perform better than the unmotivated employees. Project managers
are responsible for motivating their project team members and employees. They apply different
leadership styles and utilize power to influence their team (Dörnyei and Ushioda 2013).
Motivation can be enhanced by using participative style of leadership. Intrinsic motivation is
considered to be highly beneficial as the team members are directly connected to the goal or
cause of the project. Rewards do not play any role in intrinsic motivation. Projects are said to
operate in a hybrid system. Project managers are expected to optimize motivation rather than
maximizing it. They can directly influence motivation by giving feedback, offering rewards and
allowing autonomy (Schunk and Zimmerman 2012). Project management has several stages, and

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different leadership styles and approaches are applied depending on the stage. Project managers
must identify the type of approach that needs to be applied depending on which stage the project
is currently present. In order to achieve project success, the project managers must be able to
influence motivation in the team throughout all the stages of the project. Participation and
engagement of the project team members play a major role in influencing motivation and in the
success of the project. Clear communication during the initial stage of the project also helps in
motivating the team members. Support from top management and clear scope of project also act
as the key influencer of motivation. Poorly motivated project teams face difficulty in achieving
the project goal and leads to failure of the project in most cases. Project managers are mainly
responsible for harnessing initial motivation and maintaining the motivation throughout the
project in order to get accomplishment (Dobre 2013). Project teams and organizations can
achieve excellence through the process of motivation.
3. Theoretical Models of Motivation
The theoretical models of motivation can be utilized in an effective manner for
motivating the project staffs. Some of the motivational theories are discussed below.
1) Maslow’s Hierarchy of Needs: According to this theory, people can get motivated
once their needs are satisfied. Maslow divided the needs of the individuals into various levels.
This theory says that the individuals move to next level after meeting the need of the present
level (Lester 2013). The first level of needs is the physiological needs or basic needs like food
and shelter. In the context of project management, the first level needs will be salary of the
employees. The second level of needs is the safety needs like fair work practices, safe and
healthy work environment. The third level of needs is the belongingness needs where project

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staffs expect to develop a friendly and cooperative relationship with the other team members.
After meeting the first three levels of needs, project staffs try to meet the self esteem needs like
respect, recognition and prestigious job titles (Jerome 2013). The last level of need is the self-
actualization needs like workplace autonomy, challenging work and other achievement issues
that will bring out the best in the project staffs.
Figure 1: Maslow’s Hierarchy of Needs
(Source: Lester 2013, p.16)
In the given case study, Tom is a new graduate and does not have much work experience.
He does not seem to be motivated towards achieving his goals. A feedback mechanism must be
used to understand whether the needs and requirements of Tom are getting fulfilled or not. Tom
must be provided with sufficient salary so that he feels motivated to achieve the next level of
need (Lester 2013). Tom must be made to feel a part of the project team by encouraging him to

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participate in the decision making process. Challenging and innovative tasks must be assigned to
Tom so that he develops interest in his work and does not waste his time in other activities
(Jerome 2013). The incentive schemes and policies must be made clear to Tom so that he feels
motivated to work and achieve targets. If Tom achieves a single level of need, then he will get
motivated to move to another level in the hierarchy. In the given case study, Harriet is an
experienced and well skilled project manager but is not giving much effort to carry out her work.
One reason can be that she was not praised and given recognition for her previous efforts and
achievements. Harriet can be offered new kinds of tasks and can be asked to participate in
generating innovative ideas so that she is able to meet the self esteem and self-actualization
needs. Tom needs to be motivated to achieve the first three levels of needs and Harriet must be
motivated to achieve the last two levels of needs.
2) Herzberg’s Theory: This theory discusses two such factors called motivation and
hygiene factors. Hygiene factors can be considered to be the components of dissatisfaction
(Ozguner and Ozguner 2014). Salary, job security and company policy can be considered to be
the hygiene factors. Non-fulfilment of any of these needs will cause dissatisfaction among the
employees and demotivate them (Yusoff, Kian and Idris 2013). Motivation factors are
responsibility, recognition, promotion, advancement opportunity and growth. In order to
motivate Tom and Harriet, the dissatisfaction factors must be eliminated and the motivation
factors must be created. Challenging work and responsibility will be able to motivate Tom. The
other team members must try to build good inter-personal relationship with Tom. The other
hygiene factors must be fulfilled so that Tom does not feel disinterested in his work. The
motivation factors that will be effective in case of Harriet are recognition, growth and status.
Harriet must be given considerable recognition for her experience and skills. This will motivate

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Harriet to take interest in her work and she will be motivated to use her skills to help in the
success of the project.

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PROJECT MANAGEMENT: LEADERSHIP AND MOTIVATION
Figure 2: Herzberg’s Theory
(Source: Yusoff, Kian and Idris 2013, p.19)
3) Vroom’s Expectancy Theory: Expectancy theory deals around three main factors like
valence, expectancy and instrumentality. According to this theory, people will give their efforts
based on their perception of the probability of receiving desired outcomes (Yung Chou and
Pearson 2012). The first stage of outcome is based on performance of the employees. The second
stage of outcome is based on the external or extrinsic benefits that are given to the employees
(HemaMalini and Washington 2014). The expectations of the employees are turned into
motivation. This theory explains the importance of employee perception. It helps the project
managers to get an insight into the needs and perception of the employees (Parijat and Bagga
2014). Expectancy theory can be used to understand the perceptions and concerns of Tom and
Harriet. The concerns of Tom and Harriet must be addressed and time must be taken to
understand the reason for their disinterest in work. Proper communication must be done to make
them understand that they will be benefitted from the work they do. Tom must be assigned such

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works in which he is interested in and he must be told about the benefits of doing his job in an
efficient manner. Harriet is an experienced project manner and she must be given recognition for
motivation. She did not seem to be showing dedication towards her work may be because the
organization was not being able to fulfil her expectation. Harriet’s concerns must be addressed
and understood for fulfilling her expectations. If she understands that the work she is doing will
lead her to success and help her achieve personal goals then she will get motivated to work.
Motivated employees will play a significant role in the success of the project.
Figure 3: Vroom’s Expectancy Model
(Source: Yung Chou and Pearson 2012, p.1171)
4) Reinforcement Theory: This theory states that behaviour of an individual is related to
the consequences. It says that if a particular behaviour of an individual is followed by a positive
outcome or consequence then it tends to take place again (Barto 2013). This theory does not

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concentrate on the internal feelings of an individual. It is more focused on the actions that are
taken after a particular behaviour of an individual. Harriet must be praised for her specific
achievements immediately. She must be rewarded for the positive actions that she takes and
negative reinforcement must be applied because of her absenteeism. This will encourage her to
repeat the positive actions and motivate her to contribute to the success of the project (Wei and
Yazdanifard 2014). Tom must be encouraged to come to office early and must be immediately
praised for showing positive behaviour. This will motivate Tom as well as Harriet to repeat their
positive actions and behaviours and lead to the success of project.
Figure 4: Reinforcement Theory
(Source: Barto 2013, p.19)
5) Scientific Management: This theory states that the efficiency of activities must be
maximized and this can be achieved through subsequent analysis, recording and measurement.