CLP Quick Study
Leadership and Corporate Citizen Module
Effective leadership in a managerial position means being a motivator of employees. A motivated employee will be more efficient and, therefore, increase your profits. Leadership should be based on an understanding of human behaviour including needs, expectations and reactions to rewards and reinforcement.
An employee’s reaction to a leader’s motivational attempts is also influenced by the specific leadership traits and styles used. Management scholars, psychologists and behavioural theorists have developed a number of theories on human behaviour that lay the foundation for understanding employee motivation and leadership behaviour. The CLP leadership and corporate citizenship module provides information on the theories of motivation and behaviour and provides an underpinning for the practical application of leadership skills in the workplace.
Motivational theories
The following theories discuss current thinking in motivational research. These are divided into three broad categories
• Needs
• Cognitive activities
• Rewards and reinforcement
Maslow’s Hierarchy of Needs is the most widely known needs theory. It breaks individual needs into a five-level hierarchy, including physiology, safety, belonging, esteem and self-actualization. Maslow’s Hierarchy of Needs is the foundation from which other needs theories have been developed.
Cognitive activity theories are based on understanding the thinking patterns thatindividuals use to determine how they should behave. This CLP module presents three different cognitive activity theories: Expectancy Theory, Dual-Factor Theory and Goal-Setting Theory.
Reinforcement theory states that most behaviour can be explained by consequences (rewards) in the environment. Pleasant consequences (positive rewards) lead to repeated behaviours, and negative consequences make it less likely that a behaviour will be repeated.
Leadership theories
The following paragraphs provide a brief overview of the leadership theories that are discussed in detail in the CLP leadership module.
Frederick Taylor was the first researcher to apply scientific methods to the study of management (early 1900s). His emphasis was on organizational design to maximize administrative efficiency and industrial output.
George Mayo carried out management studies in the 1930s, with a focus on the leader’s role in facilitation of employee goal attainment.
Douglas McGregor’s Theory X and Theory Y postulates that there are two types of leaders. Theory X leaders assume that people prefer to be led, are not interested in assuming responsibility and are only motivated by the promise of money or the threat of punishment. Theory Y leaders function under the premise that people can be self-directed, will assume responsibilities and will be creative if properly motivated.
Dimensional Theories of Leadership Behaviour were developed by researchers at The Ohio State University. These theories state that there are two distinct dimensions of leadership behaviour. They coined the term “consideration” for the softer people skills and the term “initiating” for the leader’s behaviour in defining rules, regulations and expectations.
Managerial Grid Theories developed out of the earlier dimensional theories of leadership. Managerial grids attempt to place a leader’s behaviour style on a grid that is based on his concern toward people (on one axis) and his concern for production (on the other axis).
Situational Leadership Theories attempt to unite previous leadership theories by taking into account the effectiveness of leadership behaviours in varying work situations. The basic premise of such theories is that successful leadership behaviour is contingent on the situation of the work environment.
Multiple Trait Theories emphasize the unique traits that successful leaders use to influence and motivate their employees. These traits have been identified as drive, intelligence, self-confidence, desire to influence others, relevant knowledge and honesty and moral character.
