Leadership & Motivation

(issues in International Market)

IZHAR AHMAD
ROLL NO: 49
MBA III semester
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MOTIVATION
 Psychological feature that
contributes to a person’s degree of
commitment.

 Also includes the factor that cause,

channel and sustain human
behavior in particular committed
direction.

 It is the management process of

infusing people’s behavior on this
knowledge of

“ What Makes People Tick”

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Contd….
 Motivation and motivating, both
deal with range of conscious
human behavior somewhere
between 2 extremes :

 Reflex actions such as a

sneeze or flutter of the eyelids.

 Learned habits such as

brushing one’s teeth or
handwriting skills.

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 Motivation and
motivating
Basic Assumptions
 Motivation is commonly assumed to
be good thing.

 Motivation is one of the several

factors that goes into a person’s
performance.

 Motivation is in short supply and is

need of periodical replenishment.

 Motivation is a tool with which

manager can arrange job
relationships in organizations.

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 Theories of
Motivation

1. Early views of motivation

2. Contemporary views of
motivation

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Early views of motivation
 Motivation was one of the earliest concepts.
 Traditional model:
 Workers had been expected to accept
management’s authority in return for higher
wages.
 Human Resources Model:
 This model focused on more factors and not
only on money.
 people want to contribute to meaningful cause.
 Human relations’ model:
 People wanted to be recognized as individual.
 People want to feel useful and important.

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Contemporary Views of
Motivation
 Need theory
A person is motivated if a certain
levels of satisfaction is not
attained with one’s life.
 A satisfied need is not a motivator.

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Maslow hierarchy of Needs

Self
Self
Actualization
Actualization
needs
needs

Esteem
Esteemneeds
needs

Belongingness
Belongingnessneeds
needs

Safety
Safetyand
andsecurity
securityneeds
needs

Physiological
Physiologicalneeds
needs

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ERG Theory

 Existence needs
 Relatedness needs
 Growth needs

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Two Factor Theory of
Motivation
 Dissatisfier (hygiene factors)-
salaries, working conditions and
company policy.
 Satisfiers (motivating factors)-
achievement, responsibility and
advancement.

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Issues in international market

 Motivational difference on the

basis of-
1. Religion.
2. Uncertainty avoidance

3. Power distance

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1. Religion
 People of different countries have
different religions .
 Different values accompanying those
religions.
 For e.g.- religions in India place
greater emphasis on allowing events
to develop in their own way.
 On the other hand North Americans
are more likely to practice religions
that teach them to try to control
matters.

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Uncertainty avoidance
 How willing people are to face uncertainty?
 How much do they prefer to know what is
happening and not to take too many risks?
 People who thrive on uncertainty may not have
strong job assuring needs.
 So these people have different kind of
motivational needs.

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Power distance

 People in US,UK,Canada and

other countries havetrouble
accepting the ides that others
have more power than they do.
 On the other hand people in
india,moxico and korea do not.

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LEADERSHIP

 Is a process of directing and

influencing the task-related
activities of group members.
 It involves other people.
 It involves unequal distribution
of powers between leaders and
group members.

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 In the past business believed
that a leader was like the
captain of ship:cool,calm and
collected
 But now we see that leaders
need to be human,they need to
be in touch,
 they need to be emphatic,and
they need to be with people.
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 Leaders need to be a part of
what’s going on and not apart
from what’s going on.

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Theories of leadership

 Traditional theories of
lesdership.
 Modern theories of leadership.

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Traditional theories of lesdership.

 Trait theory of leadership.

 From traits to states and skills
development.
 Group and exchange theories of
leadership.
 Follower’s impact on leaders.
 The Leader-Member Exchange
(LMX) Model.

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Trait theory of leadership.

 The scientific analysis of leadership

started off by concentrating on the
trait approach to leadership.
 Attention was given to the search for
universal traits possessed by
leaders.
 The result of this voluminous
research effort were generally very
disappointing.

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 It was found that leaders were
more intelligent than average of
the group being led,but,
interistingly was not the most
intelligent of the group.

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From traits to states and skills
development.

 Moving away from fixed traitlike

approach ,here main focus was
on development of skills.
 Here development of skills were
considered very necessary for
leaders to meet today’s
challenge.

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Group and exchange theories
of leadership.
 This theory have roots in social
psychology.
 Acccording to this theory there
must be positive exchange
between the leaders and
followers in order for group
goals to be accomplished.

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Follower’s impact on leaders

 This theory states that followers

may actually affect leaders as
much as leaders affect
followers.
 This indicated that leaders and
followers have two way affect
over each other.

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The Leader-Member Exchange
(LMX) Model.

 This theory says that leaders

treat individual followers
differently.
 Leaders and their associates
develop (two person)
relationships that affect the
behavior of both.

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Modern theories of leadership

 Charismatic leadership theories.

 Transformational leadership
theory
 A Social cognitive approach
 Authentic leadership

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Charismatic leadership
theories
 It is the old concept which states
that leaders are those who
“by force of their personal
abilities are capable of having
profound and
extraordinaryeffects on
followers”

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Transformational leadership
theory

 This theory is based on leaders

shifting the values,beliefs,and
needs of their followers.
 This is done for changing situations
for better.
 Developing followers into leaders.
 Inspiring people

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A Social cognitive approach

 In this leadership
approach,followers are actively
involved in the process.
 Together with the leader they
concentrate on their own and
one another’s behavior.

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Authentic leadership

 It is a process that draws from

both positive psychological
capacities and a highly
developed organizational
context,which results in both
greater self-awareness and self-
regulated positive behaviors on
the part of leaders and
associates,fostering positive
self-development.
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Leadership issues in
international market
 Power distance
 Uncertainty avoidance
 Humane orientation
 Institutional collectivism
 In-group collectivism
 Assertiveness
 Future orientation
 Performance orientation
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Power distance

 The degree to which members

expect power to be distributed
equally.
 People in US,UK,Canada and
other countries havetrouble
accepting the ides that others
have more power than they do.
 On the other hand people in
india,moxico and korea do not.
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Uncertainty avoidance

 How willing people are to face

uncertainty?
 How much do they prefer to know
what is happening and not to take
too many risks?
 People who thrive on uncertainty
may not have strong job assuring
needs.
 So these people have different kind
of motivational needs.

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Humane orientation

 It is reflecte in the degree to

which organizations encourages
and rewards individuals for
being fair,generous,caring, and
kind to others.

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Institutional collectivism

 It is described as the degree to

which organizational and
societal institutional practices
encourage and reward the
collective distribution of
resources and collective
actions.

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In-group collectivism

 It is the degree to which

individuals express
pride,loyalty,and cohesiveness
in their organizations or familes.
 It differs from country to country.

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Assertiveness

 It is defined as the degree to

which individuals are k
,confrontational,and aggressive
in their relationships with others.

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Future orientation

 Is the extent to which individuals

engage in future-oriented
behaviors such as delaying
gratification,planning,and
investing in the future.

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Performance orientation

 It is suggested by the degree to

which an organization
encourages and rewards group
members for performance
improvement and excellence.

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 CASE STUDY
Korn/Ferry International - IMA
India leadership study
 Korn/Ferry International (NYSE:KFY), a premier
global provider of talent management solutions,
announced the early findings of a study of C-level
executives in India conducted in association with
International Market Assessment (IMA) India, a
boutique research firm. Utilizing Korn/Ferry’s unique
Strategic Management Assessment process,
approximately 100 top Indian executives from IMA’s
India CEO Forum and India CFO Forum were
evaluated to gauge how their leadership styles
compare to the “best in class” profiles of over top
executives in North America. Interestingly, the
Indian leaders assessed demonstrated remarkably
different leadership styles and emotional
competencies from their western counterparts,
while proving to be just as strategic in terms of their
decision-making and thinking styles.

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Findings of the KFI-IMA Indian
Leadership Study
 Indian Leaders Exhibit “Task-Focused” and “Intellectual”
Styles Similar to Executives in the Four Dragon Countries:
Korn/Ferry’s assessment model measures how leaders
present themselves to those they want to influence, i.e.,
their “leadership style.” The Firm’s assessment work
internationally has found that as managers move up
through an organization, they typically adopt less formal
leadership styles to encourage knowledge sharing and
cooperation. The study shows a significant difference
between the leadership styles of C-level Indian executives
and their North American counterparts, however,
indicating that they are much more task-focused and
intellectual and less social and participative. In other
words, they are more hierarchical and less concerned
about building consensus. In this way, Indian leaders
ranked most closely to executives assessed earlier from
the “Four Dragons” countries (Hong Kong, Korea,
Singapore and Taiwan).

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 Strategic Decision-Making and Thinking Styles
Bode Well for Indians on the Global Stage: How
managers use information and make decisions are
based on habits formed through experience, and
these “thinking styles” are expressed when an
executive is alone. The study revealed that Indian
executives were highly action-focused, complex and
creative, which means they make decisions
considering many options with a focus on high-
quality. In other words, they are strategic – in fact,
they are as strategic as Western best-in-class
executives. This bodes well as focusing on strategic
vision was listed as the most critical Western
leadership practice for Asian companies seeking to
“go global” to embrace, according to another
Korn/Ferry survey conducted with the Economist
Intelligence Unit last year.

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 Emotional Competencies Key to
Success in the Long Term: The
Indian execs’ emotional
competencies diverged the most
from those in the West, ranking
lower in terms of ambiguity
tolerance, empathy, energy and
confidence, all of which impact their
interpersonal communication and
ability to access information, which is
a key to success.
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 Questionsssss?????????

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 …..THANK YOU……..

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