Exploring Leadership and Motivation Theories in Management

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MANAGEMENT THEORIES
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Table of Contents
Definitions of Theories..............................................................................................................3
Discussion on theories and the differences between them.........................................................4
Theories on Motivation to Work............................................................................................4
Theories on Leadership..........................................................................................................6
Theories on Team Building and Development.......................................................................7
Application of Motivation to Work and Leadership Theories by Google LLC.........................8
Reference List..........................................................................................................................12
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Definitions of Theories
Theories on Motivation to Work
Motivation in the workplace has been an important matter for many organization leaders and
researchers. As opined by Stamov-Roßnagel, (2015), the motivational theory deals with
explaining the tasks or elements that drive an individual to work towards a particular goal or
objective. It makes the workplace environment more productive, more economic and
sustainable use of resources. According to Stamov-Roßnagel, (2015), most motivational
theories present a difference between intrinsic and extrinsic factors influencing individuals to
work.
Similarly, Kanfer et al. (2017) defined the theories of motivation at work as 'a set of energetic
forces that originate within and beyond an individual's being that initiates the person's
behaviour during work. These theories are mostly determined by its form, duration, direction
and intensity. As said, it is important for an organization to understand its work environment
and take steps to encourage productive behaviours.
Theories on Leadership
Understanding the theories of leadership is one of the most important parts that researchers
and scholars have been working on. As defined by Lussier and Achua (2015), theories of
leadership are a set of evolved theories and concepts that defines the behavior of
organizational leaders and guides their course of action over time. It says how the leader will
lead the business and possible outcomes are to be gained. Also, Amanchukwu et al. (2015) on
the other hand believed all the theories of leadership that have evolved over time are a set of
guidelines based on behavioural traits of great leaders. The theories of leadership can be
implemented differently to different organizations and leaders based on the niche. Although,
both the authors present a common thought on defining the leadership theories and presenting
them on the table.
Theories on Team Building and Development
Team building and its development are of paralleled importanance in terms of gaining a much
productive and positive workplace environment. As defined by Senaratne and Gunawardane
(2015), theories of team building and development are specified set of theories and concepts
that bind the common interest of the people in a team and push them towards working for
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achieving a common goal. This brings a sense to the team members to collaborate effectively
with each other based on certain moral values. Also, Lynch et al. (2018) defined these
theories as an explanation as to how to achieve a bonded team in an organization that works
with the highest synchronism and delivers the most productive work. It is required at every
stage of an organization and deals with an effort from both the leaders and employees to
make a better team.
Discussion on theories and the differences between them
Theories on Motivation to Work
Intention to improve employee productivity requires attention on developing adequate
policies or strategies to motivate employees to perform better for holistic growth of an
organization. In this regard, motivation to work is essential to consider in light of
motivational theories of Maslow and Herzberg. In accordance with Maslow’s Hierarchy of
Needs Theory, psychological and sociological needs of an employee are arranged in
hierarchical order and lower levels of these needs are crucial to be addressed before aiming to
reach top part of self-accentuation (D'Souza and Gurin, 2016). Another remarkable theory of
motivation to work is Herzberg’s Two Factor Theory that investigates implication of
motivator and hygiene factors to ensure satisfaction of employees with respective job role.
While motivator factors aim to explain achievement, recognition, career opportunity and
positive efforts leading to success of employee, hygiene factors centres around superficial
aspects including salary, work conditions, securities along with relationship of co-workers
(Alshmemri, Shahwan-Akl and Maude, 2017).
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Figure 2: Maslow’s Hierarchy of Needs
(Source: D'Souzaand Gurin, 2016)
This five-tier model of motivational theory developed by Maslow comprises of five layers of
needs including psychological; safety; love and belongings; esteem needs and self-
accentuation. Innate curiosity of human beings to improve them can be explained through
behavioural approach for employees in respect to this model. Herzberg’s theory, on the other
hand, aims to explain two major motivational factors such as motivators and hygiene
factors(Velmuruganand Sankar, 2017).In case of differentiating identified theories of
motivation to work, it can be stated that Maslow has highlighted implication of unsatisfied
needs to instigate an employee to enhance work productivity whereas Herzberg emphasised
workplace values and organisational culture to direct behaviour of employees reflecting
through their performance.
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Figure 2: Herzberg’ Two Factor Theory
(Source: Alshmemri, Shahwan-Akl and Maude, 2017)
Although both the theories have explained motivational aspects required to direct employees
to perform best emphasis of Maslow’s theory on satisfaction and needs of employees differs
from Herzberg’s theory based on recognition and reward. In addition, while the former one
explains deficiency and growth needs to motivate employees to work, later one emphasises
on gratified needs regulating performance and behaviour of employees within workplace
(Velmuruganand Sankar, 2017).
Theories on Leadership
In case of understanding efficacy of business model along with utilisation of potential of
employees, leadership style is an essential concern. In this context, Aggressive Leadership
Theory denotes harsh approach to deal with employees and conveying those ideas rather
consulting with them regarding changes in business activities (Pundt and Herrmann, 2015).
This leadership style is often named as ‘Autocratic leadership theory’ that does not encourage
open communication with employees. In contrast, Transactional Leadership Theory is
considered to be an effective leadership approach that emphasises supervising and measuring
performance of employees to work in effective manner. Adoption of this leadership theory
facilitates chances to arrange workforce while guiding them to utilise potential capabilities
for improving organisational performance (Kark, Van Dijkand Vashdi, 2018).
Considering difference between identified theories of leadership, it can be stated that
aggressive leadership theory explains autocratic approach of leaders to direct employees to
complete as task. Transactional leadership theory, on the other part, advocates importance of
organising workforce in accordance of flexibility of employees (Popliand Rizvi, 2016). While
aggressive leadership theory stands for conveying orders or instructions to employees
regarding specific job roles, transactional leadership theory ensures that employees are
encourages award and reward system to motivate employees. Aggressive leadership approach
can be effective for organisations having lack of expertise and skills of employees as this
leadership theory instigates employees to work as per direction of leaders.
Apart from this, aggressive leadership theory does not stand opinions of others and can
develop conflicts in organisation due to autocratic approach in dealing with employees. It can
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also present threat of low productivity as a result of disagreement and turmoil in organisation
though it can be effective for small and medium sized organisations operating in national
markets (Pundt and Herrmann, 2015). In contrast, transactional leadership approach can be
effective for organisations operating in a multicultural background as it entertains flexible
workforce and opinion of employees (Popli and Rizvi, 2016). This theory also differs from
aggressive theory as it encourages effective communication for identifying potential of
employees to improve workforce.
Theories on Team Building and Development
Team building and development being an integral part of organisation facilitates chances for
an organisation to improve workforce for enhancing efficacy of functional activities. In this
regard, Belbin’s Theory of Team Building defines different patterns of behaviour of
members of a team in respect to another member that helps to inter-relate team activities and
ultimately contributes to performance of a team (Senaratne and Gunawardane, 2015). This
theory explains nine team roles comprising of three different sections such as action-oriented
roles, thought-oriented roles and people-oriented roles. These nine roles include
coordinator, shaper, implementor, evaluator, resource investigator, plant, specialist, team
worker and finisher or completer.
Figure 3: Belbin’s Team Building Theory
(Source:Senaratne and Gunawardane, 2015)
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Tuckman’s theory of Team Building is n essential concept that helps to understand five
stages of developing a team including Forming, Storming, Norming, Performingand
Adjourning (Collins and Durand-Bush, 2018). All of these stages define different conditions
of employees while participating in team works. While forming stage suggests unclear
perception of team members during forming a team storming session indicates conflicts
within team regarding job roles and activities. In addition, norming stage helps employees to
resolve differences within team and respect authority for performing better whereas
performing stage deals with satisfaction in performance and adjourning stage celebrates
team’s success.
Figure 4: Tuckman’s Team Building Theory
(Source:Collinsand Durand-Bush, 2018)
Assessment of different aspects of abovementioned theories of team building and
development highlights that Belin’s Theory focuses on defining different roles within a team
whereas Tuckman emphasised various stages of team development (Pons and Haefele, 2016).
Apart from that, the former theory has explained behaviour and potential of individuals while
the later, in contrast, investigates groupwork in different atmosphere and stages to build and
develop team.
Application of Motivation to Work and Leadership Theories by Google
LLC
Motivation to Work Theory
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Each of the organizations must need to maintain a certain kind of work culture and hierarchy
in order to maintain a soothing and ideal environment for the employees of the organization.
Various kinds of theories are implemented in these aspects for the betterment of the
organizations. One such theory is Maslow's Hierarchy of Needs Theory. It completely deals
with the five component aspect, which is necessary for the perfective working of the
employees in the organization. These five aspects are related to the motivational aspects of
work culture. Google completely follows the theory of Maslow’s Hierarchy of needs for
motivating their expertise workers in the finest manner. The workers of Google are
completely inspired by this theory and they show quite a valid motivation by the
implementation of these theories in their working lives. As specified by the theory, the first
tier or stage for motivating the workers in an organization is fulfilling the psychological
needs of them including food, dressing etc. Google satisfies all these kinds of psychological
demands of the workers and motivates them by availing them quality packages. This
automatically enhances the quality of lifestyle of the workers and fulfils their psychological
demands. Another major aspect of this theory is the safety and security of the workers and the
employees (Velmurugan and Sankar, 2017). Google avails all kinds of facilities regarding the
services which protect their sense of safety and security. May it be any medical issues or any
other issue, the company provides its best to satisfy the safety and security demands of the
workers. The third and the most important component of the theory is the demand for love
and belongings.
Google is a kind of organization which is quite liberal in such factors. May it be related to the
issuing of leaves or sanctioning a leave for spending time with the family people, the officials
of Google maintains a liberal hierarchy in terms of the workers. This completely motivates
and rejuvenates the employees to work more efficiently. Esteem and respect are one of the
major components in the field of organizations and it is also an integral part of the Maslow’s
Hierarchy of Needs Theory. Each of the employees in Google motivates themselves with the
quality self-understanding and respect amongst each other. This is the basic rule for
maintaining a proper discipline and calm environment in the work spaces (Rojas and
Guardiola, 2016). Google maintains and follows this theory in their organization and the
result is their smooth and dedicated working nature amongst the employees. With the aspect
of giving respect to each other, Google motivates the employees of their organization in a
worthy manner. The last and the most important demand of the workers as specified in the
theory is on the basis of self-belief or actualization. This is the aspect which transforms the
working culture of the employees from better to best. However, quality amount of motivation
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is required from the organization heads and the management to provide such amount of
motivational aspects in the minds of the employees. Google excels in this field of motivating
the employees for the foundation of a stronger self-esteem in themselves. Various kinds of
sessions and debates are co-ordinate by Google to build up their self-esteem and confidence.
Thus, it is quite justified that Google clearly follows the Maslow’s Hierarchy of Needs
Theory for motivating their workers in their work-spaces.
Leadership Theory
Organizations that are more inclined towards manufacturing a large range of products or
customer goods require a transactional leadership style. It is more likely to understand how
transactional leadership can help organizations deliver better productivity. One such example
of an organization adhering mostly to transactional leadership style is Google, a leading
technology company of the world.
Google follows a corporate structure and works under a defined framework of hierarchy
maintaining a balance between corporate governance and corporate flexibility. Each level of
hierarchy performs different functions and operations. The organization culture is mainly
focused on a specific collection of values and norms that are collectively shared by the people
and groups within the organization. This value controls the way the organization interact with
each other and stakeholders in the organization (Holten and Brenner, 2015). The culture is
derived from its multinational background of the company attaining and addressing the needs
of the employment culture in different parts of the world.
This organization fits mostly with the concept of fulfilling the needs at the lower hierarchical
level and understands the basic needs of the employees. There is a very close connection
between Maslow's hierarchy of needs and the transactional theory of leadership. Google is
mostly focused precisely on a particular part of its operations ensuring that all of its
operations are completed with well efficiency and quality. Understanding the needs of its
employees and the duty of the organization of allowing them to grow can be easily seen for
Google. The company has arranged for many leadership programs that include training
sessions and Google's graduate scheme (Ohunakin et al. 2016). This entire initiative is of 18
months that focuses on developing the skills of their existing employees and preparing them
for Google's Future Leader (UFL) program. The program includes training of employees with
much challenging job roles, handling the pressured situation and getting them experienced
with new strategies of working.
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For example, the company’s operations in Netherland are evident in maintaining a very good
relationship between the managers and the employees where the leaders are mostly focused
on addressing the needs of the employees. The leaders follow transactional leadership based
on Maslow’s hierarchy of needs that not only justifies the company’s strategies of money
driver for motivation, it also brings a lot of other factors that keep the employees motivated to
work and desire of ranking in their career.
The Google Future Leaders Program is aimed at providing young employees who have
recently joined the company with sufficient experience to seek effective growth and
becoming business leaders from within the organization. Furthermore, the leaders keep a
closer look at the performance of their team members (Grayson et al. 2018). The employees
are benefited with perks and rewards for better performance and efficient working. They are
motivated majorly through incentives and money bonus. Also, the policies set by the leaders
define certain punishment that will be imposed on the employees for irregularities and poor
performance. The company sees money as one of the major drivers of motivation.
Therefore it is seen that transactional leadership can play a major role in defining an
organization's culture and setting workplace environment by motivating the employees to
work within its culture.
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Reference List
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principles and styles and their relevance to educational management. Management, 5(1),
pp.6-14.
Collins, J. and Durand-Bush, N., 2018. The Optimal Team Functioning Model: A Grounded
Theory Framework to Guide Teamwork in Curling. Journal of Applied Sport Psychology,
pp.1-22.
D'Souza, J. and Gurin, M., 2016. The universal significance of Maslow’s concept of self-
actualization. The Humanistic Psychologist, 44(2), p.210.
Grayson, D., Coulter, C. and Lee, M., 2018. All in: The Future of Business Leadership.
Routledge.
Holten, A.L. and Brenner, S.O., 2015. Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), pp.2-16.
Kanfer, R., Frese, M. and Johnson, R.E., 2017. Motivation related to work: A century of
progress. Journal of Applied Psychology, 102(3), p.338.
Kark, R., Van Dijk, D. and Vashdi, D.R., 2018. Motivated or Demotivated to Be Creative:
The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership
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Lussier, R.N. and Achua, C.F., 2015. Leadership: Theory, application, & skill development.
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Lynch, D.S., Lynch, M.J. and Clemens, C.M., 2018. Belbin Team Roles. The Handbook of
Communication Training: A Best Practices Framework for Assessing and Developing
Competence.
Ohunakin, F., Adeniji, A.A. and Akintayo, I.D., 2016. Transactional Leadership Style and
Employee Job Satisfaction among Universities' Guest Houses in South-West Nigeria.
Pons, D. and Haefele, S., 2016. Team Interactions for Successful Project Management in
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