“Transformational leaders are able to increase follower self-efficacy, giving the group a ‘can do’ spirit. Followers are more likely to pursue ambitious goals, agree on the strategic goals of the organization, and believe the goals they are pursuing are personally important” (Robbins & Judge, 2013, p. 384). By evaluating and comparing my characteristics with my admired leader, Janet Mock, “People working for charismatic leaders are motivated to exert extra effort and, because they like and respect their leader, express greater satisfaction” (Robbins & Judge, 2013, p. 381). Developing those additional leadership skills and advancing the characteristics I currently possess, will allow me the opportunity to expand my horizon. Conclusion Understanding and evaluating leadership styles and theories can allow an individual to assess his or her capabilities.
Under this theory, leaders must provide more benefits than burdens to employees, resulting in positive exchanges and allowing goals to be accomplished (Luthans, 2011). As George is constantly telling Bob how work should be done instead of allowing Bob to do his job, there are more burdens than benefits, and work is suffering. The path-goal leadership theory also applies. This theory looks at associate motivation and satisfaction, building off of four styles of leadership (Luthans,
Third, an environment that is conducive to the person helps shape the outcome of success. Lastly, the psychological belief in one’s self such as the belief in natural ability helps a person become successful. Gladwell realized that a key ingredient to success is caring. He said that those who develop their talents were able to do so because they were willing to go to further lengths than others. Desire as Gladwell states has a significance that cannot be traced or measured.
Servant leadership is all about creating teamwork, community, and allowing for others to be involved in decision making, strong ethics, and caring behavior. These are important factors as well as encouraging personal growth among the staff (Spears, 2005). The leader and the servant are usually thought of as opposites however, the servant leader model has shown how the two opposites are intertwined to create a model that teaches about how to put others first and promote the sharing of decision making (Spears, 2005). This model focuses on the positive impact on the employees as well as the community, rather than worrying so much about profit (Spears, 2005). Compare and Contrast Servant Leadership with Transformational Leadership Transformational Leadership is another excellent form of leadership that focuses on the leader as a role model, the ability to generate
Reflected appraisal has a huge impact on ones own self worth. Having high self esteem helps people accomplish their goals and helps them to communicate well with others. The biggest influence on our self-esteem is the reflection on how other people view our self worth. One way to have a positive self perception of ourselves is to be around positive people who won't drag you down. Making sure I have A good viewpoint of myself I know I can accomplish my goals and dreams.
In other words, self-esteem serves a motivational function by making it more or less likely that people will take care of themselves and explore their full potential. People with high self-esteem are also people who are motivated to take care of themselves and to persistently strive towards the fulfillment of personal goals and aspirations. People with lower self-esteem don't tend to regard themselves as worthy of happy outcomes or capable of achieving them and so tend to let important things slide and to be less persistent and resilient in terms of overcoming adversity. They may have the same kinds of goals as people with higher self-esteem, but they are generally less motivated to pursue them to their conclusion. Self-esteem is a somewhat abstract concept; it's hard for someone who doesn't already have it to know what it would be like to have it.
In social capital research, scholars typically assume a connection between networks and norms, and argue that increase in social capital produce positive outcome, though not always but often (Horne 2007). Since norms are formed and maintained by networks of interpersonal interactions beyond agreements (Friedkin 2001), they will form a strong influence on group-based behaviour and are difficult to change (Parks 2011). Hence in various instances, norms are seen as basis of building and maintaining personalised trust, and also to define what actions are acceptable or unacceptable (Lyon 2000) - providing a social standard of behaviour that drives the coordination for individuals during conflict situations (Fujiwara and Postlewaite 1995). Thus, norms are more precisely described as: (i) a behavioural regularity (Coleman 1990; Horne 2001) (ii) It is based on a socially shared belief how one ought to behave, which triggers (iii) the enforcement of the prescribed behaviour by informal social sanctions (Fehr and Gachter 1998; 2000). In nutshell, norms are rules about the behaviour that are enforced through social sanctions affecting the people behaviour (Coleman 1990; Horne 2001).
The greater the potential benefit, the greater the chances are a person would socially invest time and energy into an individual in order to form a strong and sound relationship. People make these decisions according to the theory based on their individual satisfaction level within the relationship. Individuals typically have a high level of satisfactory when they’ve recognized that they are receiving more than they are giving, however, on the other hand, if an individual feels that they are giving more than they are receiving, they may decide that the connection is not fulfilling their needs and will begin to search elsewhere to find fulfillment.
There will also be meaningful participation from these employees which will assist in attaining the expected outcomes and there will also be some secondary gains. These gains will involve growth, understanding and the development of these employees into future leaders. Thereby resulting in the creation of the organization’s succession plan. There is also the added advantage of creating leaders from these employees whose learning curve is off such that it allows the leader of the organization to be delegate some his responsibilities. Hence his actions will be not only result in benefits for the organization but will be beneficial for him.
Whether you call it enthusiasm, passion, or dedication, what all people want is to be motivated. Organizations want hard working motivated people working for them. A motivated team will most likely respond positively to change and support organizational culture. In most cases, small gestures have a bigger impact on people than big ones. Achievement and recognition of achievement have been proved time and time again by Psychologists and social scientists, who say that these are the most powerful motivators.