Describe Ways In Which Leaders Motivate Their Teams

1.1 Explain the importance of the team having a common sense of propose that supports the overall vision and strategy of the organisation

Every leader is different and does things in a unique way that seperates them from their group. Some will take action immediately and others will take the time to think about a decision. There is no right or wrong approach as long as they keep in mind of who they are leading and what they are doing. Leaders are there to guide and motivate people, take control of a situation when no one else will, coach others and so much more. They know how to take risks and explore, they seek continous improvement and build great teams. When solving a

There are four main leadership styles, the first being Autocratic style which the manager retains as much control and decision making authority as possible, the manager does not give employees any input or consultation. The next is Bureaucratic which is where the manager manages ‘by the book’ which is where everything must be completed according to procedure and protocol. Mangers using this style will only consult with those above them in the chain of command. They simple enforce the rules of the workplace. The next style of leadership is Laissez-Faire which is also known as the ‘hands off’ approach to management. The manager usually provides little or no direction and give employees as much freedom as possible. All power is given to employees and they are to dictate their own work ethics. The last leadership style is the Democratic style which is also known as the participative style and this is where employees are encouraged to be a part of the decision making process. The democratic manager keeps their employees informed about everything that affects

There’s a high dependence on the leader for guidance and direction. Everything is new and individual roles and responsibilities can be unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes may sometimes be ignored. Leader directs (similar to Situational

My persuasion skills were also thought to be strong as was ability to motivate and empathise and bring people round to my way of thinking. One respondent commented that I have a “very nice way of nagging people”.

jrpresnillo gave real-life situation. I am a leader (sort of - I was put in the position of the middle management), but most of my life I have been a follower, and even now I mostly follow. There are always some "bad apples" and I wander do we have to exclude them. It is hard to keep them "in the circle", they can really be destructive. But, at the same time, they are the strongest opposition you can get - they keep you alert and vigilant. There is good old cost-benefit ratio; in every individual case the leader is one that has to decide what is the best option for the team.

“Exemplary leaders elicit high performance because they strongly believe in the abilities of their constituents to achieve even the most challenging goals” (p. 276). Do you believe in your people? How do they know you believe in them (be concrete)?

"All organizations are concerned with what should be done to achieve sustained high levels of performance through people." (Armstrong, 2001, p.155)

|Assignment front sheet |[pic] | |Learner name | Assessor name | | |Paul Gilbert | |Date issued |Completion date |Submitted on | |29th November 2010 |30th May 2011 |

The purpose of this article is to bridge the gap between knowledge and speculation about what motivates employees and what should be done for the development of the organisation. Many difficulties exist with moving employees to action. The quickest way to get an employee to do something is to ask, but if the person declines, the next solution is to give them a kick in the pants (KITA). However, there are problems with KITA and motivation. The employee, of course, does move when the KITA is applied, whether it is physical or psychological, but KITA does not lead to motivation, it only leads to movement. If an employee needs no outside stimulation, then he or she wants to do it.

The purpose for this study is to confirm whether or not the laissez-faire leadership style is inferior to the democratic style. To help confirm this theory, there will be an evaluation on a particular squad in Alpha Company that exhibits the laissez-faire leadership style. When describing the key factors of an effective leader, Dave Ulrich addresses that leaders “identify what skills are required, draw talent to their organizations, engage these people, communicate extensively, and ensure that employees turn in their best efforts… [and] generate intense personal, professional, and organizational loyalty” (Ulrich, para, 3). As a result, the attitudes, actions, and evaluations of the squad leader will be taken in account to determine whether or not the laissez-faire leadership style, a style where the leader gives all authority to the squad members, is most effective, meaning which leadership style is more preferred by cadets and establishes the most respect and results in a unit. As described by Eric Gill, the laissez-faire leadership style can result “in a lack of accountability for organizations… and failure to achieve goals…if groups or team members lack sufficient skills, experience or motivation to complete projects” (Gill, para. 18). This will be evaluated when observing the squad leader to confirm the data presented. Additionally, when compared to the laissez-faire leadership style, John Gastil describes democratic leadership to “aid the deliberative process through

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Something really struck me was the Motivation factor amongst employees which could play play a pivotal role in organization that helps in reaching goals set. A real instance that comes to my mind is ‘New United Motor Manufacturing Inc’(NUMMI), a joint venture initiative between General Motors and Toyota located in Freemont, California. In 1981, NUMMI was initiated for operation and was shiut down in an year. Toyota on the other hand was looking to built a facility in USA. Toyota was interested in General Motors Freemont facility. GM sensed the opportunity to learn Toyota’s practces of making good quality vehicles with wise utilization of resources. GM shut down its Freemont operation because of its worst workforce where labours were behaving terribly bad. After, Toyota took over the Management, it rerecruited the same workforce that was laid off by GM. It was interesting to see that the once tagged worst workforce, was working at their best and the quality achieved was at high class. It was really surprising how Toyota could manage to motivate the worst workforce to build better quality products. The answers which I got for that question was that Toyota listened to oits workforce and considers them as precious asset. It didn’t really made sense to me then. How could an assembly floor worker who was behaving bad and didn’t comply to GM had undergone a drastic shift to become best worker? It was evident from reading this article that

A motivated sales team are the keys to company profitability and a smooth sales pipeline process. However, sales managers may struggle with low performers, unrealistic goals and complex compensation systems. Keep reading to learn specific techniques to properly motivate your sales team.

There are a host of motivation factors to consider for the leaders and managers of teams due to the complexity of people. This complexity means similar actions taken in familiar situations can have varied outcomes from different people. This is often due to the underlying foundations of values and beliefs formed over people’s lives. At the heart of the individual is the core beliefs that become deeply engrained once adulthood is achieved, some of them are derived from culture and society mixed with other personal and singular values. Surrounding our beliefs and values are our attitudes and feelings towards our experiences, these are often fluid to change depending on events and experiences. Finally, how we behave is the outward manifestation of these underpinning values and attitudes and this behaviour will have direct correlation with whether or not any tasks carried out are effective. Consequently to change anyone’s behaviour it is necessary to alter the attitudes or values of a person to have a long lasting effect.