10/25/17

Managers as Leaders and

Motivators
BA 101 – Introduction to Management
Louie Lee

MBTI Personality Traits

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MBTI Personality Traits + L4 Leadership Model

What is leadership?

The ability to influence a group toward the

achievement of goals.
A leader does not have to be someone who holds
a formal position or title.

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What is the difference between leaders and managers?

Leader Manager

• Inspire & Motivate • Execute

• Manage People • Manage Resources
• Are Decisive • Are Accountable

Key Positive Leadership Traits

• Intelligence
• Self-confidence
• Determination
• Honesty/Integrity
• Sociability
• Extroversion
• Conscientiousness
• Problem solving skills

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Ineffective Leadership Traits

• Incompetent
• Rigid
• Intemperate
• Callous
• Corrupt
• Insular
• Evil

Types of Leaders

Charismatic Leader
• “Born Leaders”
• Unconventional, sensitive and personable
• Leads through a strong, inspirational vision

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Types of Leaders

Transformational Leader
• “Others before Self”
• Appeals to values, beliefs, self-concept
• Leads through a specific, focused organization

Types of Leaders

Transactional Leader
• “Self before Others”
• Appeals to team members’ core desires
• Leads through a clear roles and rewards system

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Types of Leaders

Servant Leader
• “Hand holding / parenting”
• Appeals to team members’ morals or beliefs
• Leads through a strong personal affinity

What is power?

• The capacity that A has to influence the

behavior of B so that B acts in accordance
with Aʼs wishes
• Exists as a potential or fully actualized
influence over a dependent relationship
• Two types: Formal and Personal

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Bases of formal power

Established by an individual’s relative position

• Coercive
• Reward
• Legitimate

Bases of personal power

Established by an individual’s unique attributes

• Expert
• Referent

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What is motivation?

The process that account for an individual’s

intensity, direction and persistence of effort
toward attaining a goal.

How do you motivate employees?

Goal-Setting

Commitment Self-efficacy Culture

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Increase chances for success in goal-setting

• Increase goal commitment

– Help people see relationship between what
they do and the outcome of their actions
– Communicate inspiring vision, let them
publicly commit to the goal
• Increase self-efficacy
– Provide adequate training to increase mastery
– Provide models with whom they can identify
– Offer encouragement
– Break up goals into manageable tasks

Maslow’s Hierarchy of Needs

SELF-ACTUALIZATION
Need to grow and use abilities to the fullest
ESTEEM NEEDS
Need for respect, prestige, recognition
SOCIAL NEEDS
Need for love, affection, sense of belonging
SAFETY NEEDS
Need for security, protection, stability
PHYSIOLOGICAL NEEDS
Need for biological maintenance

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Self-determination theory – intrinsic motivation

COMPETENCE
Engaging in a
AUTONOMY task out of sheer
The need to be
able to engage The need to be interest and that
effectively with self-determined presents optimal
the environment
challenge

Self-determination theory – extrinsic motivation

COMPETENCE
AUTONOMY
The need to be
able to engage The need to be
self-determined
Engaging in a
effectively with
the environment task (that is not
interesting) in
RELATEDNESS
order to attain a
separable
The need to feel
connected to outcome
others, to be
loved and to be
cared for

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Providing autonomy support

• Provide meaningful rationale for

suggestions/requests
• Understand and acknowledge other’s
perspective
• Increase self-efficacy
• Provide unconditional support
• Support choice
• Minimize pressure and control

Trust is the outcome of perceptions of justice

Leader Risk-taking
Trustworthiness
Information
• Integrity sharing
TRUST
• Benevolence Group
effectiveness
• Ability
Productivity
Propensity to Trust

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Create the environment where others can succeed

• Provide meaningful rationale

• Understand their perspective
• Increase self-efficacy
• Provide unconditional support
• Be trustworthy
• Support choice, minimize pressure

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