Leadership MGT301 Report: Leadership, Motivation, and Teams

This report examines various aspects of leadership, including effective leadership styles, situational engineering, and the Pygmalion effect. It delves into motivation theories, such as Maslow's hierarchy of needs, and their impact on leadership. The report also explores the importance of understanding followers and building cohesive, goal-oriented teams. It touches on the influence of power and the impact of motivation on performance and job satisfaction. Furthermore, the report discusses the dynamics of teams, including the differences between individuals, groups, and teams, and how group size affects leadership styles. The report references key concepts and theories relevant to leadership management and organizational behavior, providing a comprehensive overview of the subject.

LEADERSHIP
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Author note:

 Hillman (2014) has noted that individuals
do not have to hold formal leadership role
in order to be a successful leader.
 Effective leadership is regarded as the use
of fundamental skills and competences
accurately executed at the correct time to
facilitate organizations attain its utmost
potential.
Understanding effective
leadership styles

 New and advanced technique to leadership
development is identified as Situational
Engineering which has in recent times
showing significant changes in job
performance (Guarana and Hernandez
2015).
 Leaders are to obtain utmost efficiency rely
on Leader March training initiative which
elucidates relationship-oriented leaders to
aid them in their performance.
Situational engineering in leadership

 Distinctive qualities can aid to the achievements
and progression of the desired aim.
 In due course overlap the line between strength
and weakness, particularly when it shows high
importance (Hillman 2014).
 For attaining effective leadership skills,
structured interviews or personality evaluations
for selection and recruitment such as the Five
Factor Model of Personality
Dark Side of Leadership

 The idea of Follower Readiness model can also
be implemented by potential leaders who incline
towards situational leadership styles.
 Leaders following situational leadership offers
directive as well as supportive behavioural
approaches whereby leader and follower prefers
to share opinions and ideas during decision
making process with primary role of the leaders
depends on enabling and communicating as well
as delegating low relationship performances
(Guarana and Hernandez 2015)
Follower readiness

 Contemporary organization's top leaders have the
understanding that leaders cannot solve every
organizational issue through monetary investments
and thus require highly dedicated and resilient
workforce (Harms and Spain 2015).
 Only with effective leadership techniques,
employees must change the desired change
implementation and attain leadership goals.
Leaders and Change

 Leaders’ implicit and explicit expectations in
relation to goals attainment impact the
performance of followers and teams.
 Pygmalion effect can be applied in varied range
of work groupings and across all essential
sectors (Harms and Spain 2015).
 For becoming effective and successful leaders
must employ Pygmalion leadership training to be
the most effective leadership development
intervention.
Impact of power and influence in leadership

 Maslow’s hierarchy of needs tend to enable
leaders shape their style to align to the
needs of their followers (Hillman 2014).
 Importance of motivation is typically under-
estimated and least understood knowledge
domain amongst people who view
leadership roles and expertise within an
organization.
Motivation Theory on Leadership

 Guarana, C.L. and Hernandez, M., 2015. Building sense
out of situational complexity: The role of ambivalence in
creating functional leadership processes. Organizational
Psychology Review, 5(1), pp.50-73.
 Harms, P.D. and Spain, S.M., 2015. Beyond the bright side:
Dark personality at work. Applied Psychology, 64(1),
pp.15-24.
 Hillman, D.R., 2014. Understanding multigenerational
work-value conflict resolution. Journal of Workplace
Behavioral Health, 29(3), pp.240-257.
References