Analysis of Leadership and Motivation in Organizational Behaviour

This report provides a comprehensive analysis of organizational behaviour, examining key elements such as leadership styles, motivation strategies, and employee engagement techniques. It delves into the practical application of performance management cycles, highlighting how positive reinforcement and recognition can boost employee morale and productivity. The report explores the effectiveness of leadership approaches, including the use of Thomas Four Building Blocks to foster employee satisfaction and commitment. It also discusses the role of positive reinforcement in shaping employee behaviour and strengthening their connection with managers. Furthermore, the analysis includes an evaluation of favorable and unfavorable factors associated with different leadership styles, offering valuable insights for managers seeking to create a positive and productive work environment. The report uses a case study to exemplify the concepts and provides relevant references to support the findings.

Running Head: ORGANIZATIONAL BEHAVIOUR
Organizational Behaviour
Name of the Student:
Name of the University:
Author Note:

1ORGANIZATIONAL BEHAVIOUR
Elements of Performance Management Cycle in Stewart’s Comment
In the Stewart’s comment there is an element of motivation as she compliments the good
work which is being done by her employees which automatically boosts the confidence of the
employee and motivate them to work hard. In the organizational level, the quality of supervision is
displayed as she helps the employee to learn and grow and when anyone does any right thing she
appreciate them in front of everyone (Cardy & Leonard, 2014). This make the performance of the
employee likely to improve as in respect to the performance improvement cycle rewards were
given to the employee for hard work. This set the goals to be achieved in the near future. The
employee will provide feedback if they face any sort of trouble so that they can get proper guidance
from her. They can improve the drawbacks and will be motivated to perform much more efficiently
which will automatically increase the sales of the organization along with that improving the
performance of the employees (Cardy & Leonard, 2014). The motivation will help them to grow
personally and they will be willing to learn from the senior which will enhance their performance.
This will ultimately give them job satisfaction which will motivate them to do extra hard work and
as a result the organizational goals will be met (De Waal, 2013). It is evident from the performance
management plan cycle that the way Stewart is applying teaching process of her father to motivate
the employees who work for them is quite effective (De Waal, 2013). This technique basically
helps the employees to grow and to get motivated which ultimately benefit the organization in the
long-run. The technique is learnt from her father who was a teacher by profession. The technique of
appreciating one’s hard work is actually quite effective for both the organization and the employees
who are working the organization.
Generate Employee Engagement and Motivate the Employees
According to the case study, Stewart is a good role model to generate employee engagement
and motivate them in the long-run. She uses to appreciate the hard work done by any of her
employee which automatically motivate the hard-working employee along with the other

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employees to work even harder and enhance their performance. Everyone loves to be appreciated
for all the hard work and if the manager or any senior authority praise them for the hard work it
automatically boosts the confidence of the employee along with that it also motivates them to learn
so that they can become even better in the future (Batista-Taran, Shuck, Gutierrez & Baralt, 2013).
To generate employee engagement and motivate them to do even better in the future is
really a tough job. There are certain key points which need to be keep in mind while engaging and
motivating an employee (Hansen, Byrne & Kiersch, 2014). They are: define the vision you have
clearly to them it will make them aware of the target they need to reach in a definite time period;
provide the employee what they want during the time of their need, this will create a bonding
between the employer and the employee; try to communicate with and every employee this will
make them feel important for the organization which will automatically boosts their self-esteem
(Shahid & Azhar, 2013); engage everyone by organizing meeting or get together; guide to become
successful in what they are doing; create a bond with them which will basically build a relationship
of trust; try to make them satisfy regarding the job they are doing by organizing fun events; give
attention to the high potential employees; try to avoid any sort of disputes in the workplace and try
to introduce incentives as money motivates the employee (Hansen, Byrne & Kiersch, 2014).
Stewart have followed almost all the techniques which results in the engagement of the employee
and motivated them to work even harder.
Thomas Four Building Blocks
According to Stumpf, Tymon Jr, Favorito & Smith (2013), Thomas four building blocks
generally used by the manager to motivate their employees to work hard and efficiently by
analysing their strength and interest in the workplace. This can be done by organizing interest and
fun vision for the employees to get job satisfaction. The employees feel connected when their
interest and creativity is kept in mind and jobs have been assign to them as per their interest, which
make the work even more fun for the employees to work on and they get extra motivated to work

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and do even more hard work to achieve the target which ultimately help the organization to grow
and develop in the process (Posey, Roberts & Lowry, 2015). In Thomas four block building there
are four features which need to kept in mind by the manager while creating job for the employees
and they are: 1. choice where employees are given delegate authority, trust in the employees,
security of the job and guidance if they made any honest mistakes, all the information and a clear
purpose of the work; 2. meaningfulness to their job by providing a non-cynical environment in the
workplace, identifying their passion so that they can work better, exciting and fun work, relevant
task to their passion and complete task to perform (Kohler, 2015); 3. competence where they are
provided with knowledge, feedback which will enhance their performance in the future,
recognizing their skills so that that type of work should be assigned to them, achievable challenges
which will shape up their skills (Posey, Roberts & Lowry, 2015) & 4. progress where are given
measurement for their performance, celebrating the small achievements and access to the customer.
All these four blocks have been rightly addressed by the Stewart which help her to achieve the trust
of the employees along with the organizational goals and help her to motivate the employees who
are working in her organization (Kohler, 2015).
Role of Positive Reinforcement
Positive reinforcement helps to motivate the employee and strengthen their behaviour in the
long-run. The employee needs to be praised for his/her hard work which will automatically help
them to develop a strong bond with the manger (Sailer, Hense, Mandl & Klevers, 2014). There are
certain methods which can be followed in this scenario and they are as follows: reward and
recognition helps to strengthen the connection between the high performance and rewards;
reinforces the employees behaviour to learn new techniques which help in quick learning as well;
motivating the effective worker to work more harder in the future; those who are rewarded likely to
perform more harder; increases the self-confidence of the workers (Navratilova & Porreca, 2014);
employees after receiving recognition become more enthusiastic in nature and usually perform even

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more harder (Sailer, Hense, Mandl & Klevers, 2014); when the employees are presented with
rewards and recognition they are likely to become loyal to the work and give their full commitment
to do the job efficiently and correctly & rewarding those who provide innovate idea encouraging
the employee to give inputs and if they are awarded for that it encourage them to even more harder.
This helps the organization and the employees to enhance their performance in the long-run
(Navratilova & Porreca, 2014).
Stewart uses this technique quite effectively and efficiently to motivate her employees to
work harder so that the target of the organization as well as the target of the employees can be
achieved. The praising of the Stewart makes the employees more efficient and hard working as she
rewarded them with recognition for doing a great job in front of all the other employees. This also
boosts the confidence of the other employees to work hard for the recognition in the company. So,
it can be said that the technique which is used by the Stewart is actually quite effective to motivate
the employee and develop their self-confidence.
Favourable and unfavourable Factors
Based on the leadership style followed by the Stewart the favourable and unfavourable
factors which need to be looked into while working as a manager are as follows: there is a chance
of appreciation if some good and innovative work is done by an individual which will help in
boosting the confidence. The incentive or reward and recognition is always a boosting factor in a
workplace. The self confidence also gets boosted and it is quite essential to work hard (Burris,
Detert & Romney, 2013). The feedback which is received help to develop the skills and improve
the drawbacks which will automatically enhance the performance in the long-run. The celebration
of the achievement is also act as a boosting factor in the performance of the employee in a
particular company. There are certain drawbacks in the process as the authority is given completely
upon the employees so there is chance of error which are likely to take place (Nieuwenhuijsen,
Noordik, van Dijk & van der Klink, 2013).

5ORGANIZATIONAL BEHAVIOUR
If anyone looking forward to work as a manager in the Stewart’s organization it will help to
grow and develop the inner skill as she encourages passion and creativity in the workplace. The
feedback also shared so that there is a scope of improvement which can be done to enhance the
performance the near future (Burris, Detert & Romney, 2013). Complete control should not be
provided as that may affect the company in the long-run. The scope which is provide by the
organization should remain as it is as it helps the manager to grow and take responsibilities in his
own hand (Nieuwenhuijsen, Noordik, van Dijk & van der Klink, 2013). So, it can be said that while
working in the Stewart’s company as a manager it will be a great learning experience for the
person. The manager will get to know the strength and the passion which will automatically help
the person to work efficiently and productively in the organization.

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References
Batista-Taran, L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2013). The role of leadership
style in employee engagement.
Burris, E. R., Detert, J. R., & Romney, A. C. (2013). Speaking up vs. being heard: The
disagreement around and outcomes of employee voice. Organization Science, 24(1), 22-38.
Cardy, R., & Leonard, B. (2014). Performance Management: Concepts, Skills and Exercises:
Concepts, Skills and Exercises. Routledge.
De Waal, A. (2013). Strategic Performance Management: A managerial and behavioral approach.
Macmillan International Higher Education.
Hansen, A., Byrne, Z., & Kiersch, C. (2014). How interpersonal leadership relates to employee
engagement. Journal of Managerial Psychology, 29(8), 953-972.
Kohler, T. (2015). Crowdsourcing-based business models: How to create and capture
value. California Management Review, 57(4), 63-84.
Navratilova, E., & Porreca, F. (2014). Reward and motivation in pain and pain relief. Nature
neuroscience, 17(10), 1304.
Nieuwenhuijsen, K., Noordik, E., van Dijk, F. J., & van der Klink, J. J. (2013). Return to work
perceptions and actual return to work in workers with common mental disorders. Journal of
occupational rehabilitation, 23(2), 290-299.
Posey, C., Roberts, T. L., & Lowry, P. B. (2015). The impact of organizational commitment on
insiders’ motivation to protect organizational information assets. Journal of Management
Information Systems, 32(4), 179-214.
Sailer, M., Hense, J., Mandl, J., & Klevers, M. (2014). Psychological perspectives on motivation
through gamification. Interaction Design and Architecture Journal, (19), 28-37.

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Shahid, A., & Azhar, S. M. (2013). Gaining employee commitment: Linking to organizational
effectiveness. Journal of Management Research, 5(1), 250.
Stumpf, S. A., Tymon Jr, W. G., Favorito, N., & Smith, R. R. (2013). Employees and change
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