1.

0 Introduction

Leadership is one of the most researched areas around the world nowadays.
It has gained importance in every aspect of life from politics to business and from
education to social organization. Leaders must get prepared to address the changes
that will come about as a consequence of the globalisation of the market.

Business markets are becoming unstable, customer needs and desires are changing,
leadership styles and their influence towards managing the entire organisation remain
an uphill task for all management personnel in an organisation. Organisation variables
such as size, environment itself, type of strategy and technology applied and
organisational forms which are likely to impose different demands on leaders thus
requires motivational values as an influence factor to promote effective leadership
behaviour.

Leadership research has always had the element of psychology associated with it in
the different theories of traits, dispositions, motivations but eventually focus on the
psychological process of leadership.

As for motivation it is described as a psychological energy or force that initiates,

directs and sustains human behaviour over time. According to Daft, L. R. (2008)
Motivation also defined as the forces either internal external to a person that arouse
enthusiasm and persistence to pursue a certain course of action. Employee motivation
affects productivity, and so part of a leader’s job is to channel follower’s motivation
toward the accomplishment of the organisation’s vision and goals.

In this study, the highlight point would be how motivational values could influence
and lead towards effective leadership behaviour in the manufacturing sector.

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2.0 Literature Review

A simple motivation model illustrated in Exhibit 8.1 Daft, L.R (2008) defines the
simple model of human motivation in which the elements of Need which creates
desire to fulfil needs, Behaviour that results in actions to fulfil needs and Rewards
which eventually satisfy the needs and this process will be continued by close loop
flow of feedback system. Refer to below illustration details.

Exihibit 8.1 A Simple Model of Motivation

NEED Creates desire BEHAVIOR REWARDS Satisfy

to fulfil needs Results
(money, friendship, in actions to needs ;
recognition, fulfil needs intrinsic or
and achievement) extrinsic
rewards

FEEDBACK Reward informs person whether behaviour was appropriate and should
be used again.

From the above illustration and studies found that the high employee motivation and
high organizational performance and profits go hand in hand. Leaders often use
motivation theory to help satisfy follower needs and simultaneously encourage high
work performance. The importance of motivation factors is that it can lead to
behaviours that reflect high performance. It is also norm that when workers are not
motivated to achieve organizational goals the leader is the first to be blamed.

For an effective leadership behaviour to take place, the sub-ordinates so called the
“followers” must be valued at the very best in order to obtain optimum job
performance. The follower needs can be either “intrinsic or extrinsic” system wide, or
individual. Intrinsic rewards are the internal satisfaction a person receives in the
process of performing a particular action.

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An intrinsic reward is internal and under the control of the individual whereas the
extrinsic rewards are given to by another person typically a supervisor, and include
promotions and pay increases.
An intrinsic, individual reward would be sense of self-fulfilment that an individual
derives from their work respectively. Although extrinsic rewards are important,
leaders work especially hard to help followers achieve intrinsic rewards both
individually and by system wide approach. Exhibit 8.2 Daft, L.R (2008) defines as
below for details.

Exhibit 8.2 Examples of Intrinsic and Extrinsic Rewards

Extrinsic Intrinsic
Large merit increase Feeling of self-fulfilment

Individual
Insurance benefits Pride in being part of a
"winning"
System-wide organization

According to Butler, C. (2005) of the five transformational leadership behaviours, the

group engaged most frequently in inspirational motivation, which refers to the ways
by which leaders energize their followers by viewing the future with optimism.
Behaviours such as stressing ambitious goals and projecting an idealized vision for
the organisation fall into this factor. In additional, communication to the followers
that the vision is attainable is considered an inspirational motivational behaviour.

Butler, C. (2005) also derives that the three transactional leadership behaviour from
which the most frequent behaviour was “contingent reward” which refers to
behaviours of leaders focus on task accomplishment. This style of leadership
behaviours also present followers with material or psychological rewards contingent
on the accomplishment of contractual commitments.

According to the recent review (Pierce & Gardner, 2004), OBSE – Organization
based self-esteem antecedents include organizational structure, practises, cultures and

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role conditions. Organizational citizenship behaviour, job performance, intrinsic
motivation and job satisfaction count among the most important consequences of
OBSE (Pierce & Gardner).

According to study conducted by (Hislop, D. (2005), Von Hippel, E. (2005 ) based on

contrast of interviewers’ experience, some previous research claims that intrinsic
motivation is more important to trigger non-routine behaviours than extrinsic rewards.
However as intrinsic motivation is no prerequisite for effective implementations,
rewards may well be used to trigger high-quality application behaviour of employees.

According to the Needs Based Theory ( Daft, L.R. (2008) – Maslow’s hierarchy of
needs theory proposes that humans are motivated by multiple needs and needs exist in
a hierarchical order, as illustrated at Exhibit 8.4 ( Daft, L.R. (2008).

Need Hierarchy Fulfilment on the job

Self –actualization Needs Opportunities for advancement, autonomy, growth,

and creativity.

Esteem Needs Recognition, approval, high status, increased

responsibilities.

Belongingness Needs Work groups, clients, co-workers, supervisors.

Safety Needs Safe work, fringe benefits and job security.

Physiological Needs Heat, air, base salary.

By referring to Frederick Herzberg , Daft, L.R. ( 2008) Two Factor theory we look
into the aspect of “motivators “ and “hygiene factors” that influence the leadership
behaviour. Herzberg believe that when motivators are present, workers are highly
motivated and satisfied. Thus, hygiene factors and motivators represent two distinct
factors that influence motivation.

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 Exhibit 8.5 – Herzberg’s Two –Factor Theory

Area of Motivators
satisfaction Influence level
Motivators of satisfaction
Achievements
Recognition
Highly Responsibility
Satisfied Work itself
Personal
growth

Area of Hygiene factors

Dissatisfaction Influence level of
Dissatisfaction
Hygiene
Neither Factors
Satisfied Working
Nor conditions
Dissatisfied Pay and
security
Company
policies
Supervisors
Interpersonal
relationships

Highly
Dissatisfied

Herzberg theory describes as high level motivators such as challenge, responsibility,

and recognition must be in place before employee will be highly motivated to excel at
their work.

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3.0 Findings and Discussion

Based on the above literature review, the importance and influence of motivation
factors lead to effective leadership qualities. The importance of the study carried
influence to a great degree how motivational factors play important roles in leadership
management as a macro factor.

This motivational factor must be in place at every organisation especially at human

resource development of manufacturing company for this case study. This useful
motivating factor could lead to a well prepared of human capital to overcome all
hurdles for present times of economic uncertainty.

Based on study indicate that workers are motivated when leaders model self-
confidence, high energy, personal conviction, power and assertiveness. When all this
attributed charisma is combined the individual is able to perform as positive
leadership behaviours.

Leaders who focus on attention on behaviours associated with charisma or intellectual

stimulation, and who are considerate to others are most likely to increase motivation
among all subordinates and co-workers.

By providing a contingent reward system, leaders can motivate employees to work

harder to achieve desired results. The higher level of motivation may be achieved
when leaders provide specific plans of rewards and create cultures of affirmation,
consideration and appreciation for workers abilities and effective actions.

Motivating factors are the major factors that influence positive leadership styles and
reflect to high motivating abilities in any organization and management practises.

4.0 Summary

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Finally this study about how motivational values leading to effective leadership
behaviours would give a insights of the importance of leadership behaviours in an
organization.

The importance of this study on leadership behaviour provides evidence of how

important the motivating influence factors which resulted to positive gain in human
relationship in work place, high moral values, employee to superior communication,
job satisfaction, job performance, high responsibilities and other human related
behaviours.

Lastly, the factors of motivational values need to be taken as an important element of

any organization in order to sustain in the challenge business world.

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References

1. Daft, L. R. ( 2008 ), The Leadership Experience. Owen Graduate School of

Management Vanderbilt University. South Western, U.S.A.

2. Hislop, D. ( 2005), Knowledge Management in Organizations - A Critical

Introduction, Oxford University Press, Oxford.

3. http:// www. highbeam.com, Pierce & Gardner. ( 2004)

4. http:// www.all.business.com, Leadership and Motivation behaviours journal.

5. Butler, C. ( 2005). “Emotional intelligence and leadership behaviour in

construction executives.” Ph.D. dissertation, University of Colorado,
Boulder, Colorado, U.S.A.

6. UUM – e-library source – EBSco host, Emerald Insight, Proquest Direct

reference journal from web based library.