Factors To Consider When Implementing Coaching And Mentoring Motivation – A Transformational Leadership Skill

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Motivation – A Transformational Leadership Skill

How many times have you woken up in the morning and not wanted to go to work? But you went in anyway, not because you wanted or wanted to, but because your commitment to the organizational mission and leadership mattered. This is the result of transformational leadership, it motivates you not only to believe in the vision, but to stay committed and stay the course until the goal is reached. The ability to inspire, motivate and train followers is not an anomaly but a necessity to find the energy to gain or sustain a competitive advantage in this global economy. Combine these traits with the ability to set clear direction and create an organizational culture where everyone is aware of their contribution and you have a recipe for success.

How to define transformational leaders?

A relatively new leadership theory known as “transformational” leadership has emerged over the past two decades. A transformational leader not only creates and articulates a vision, but he/she also delegates responsibility, assigns responsibility and develops their followers. Researchers such as Tichy and Devanna identified transformational leadership as “when a leader changes or changes, his or her followers change in three important ways that lead followers to trust the leader, engage in behaviors that contribute to the achievement of organizational goals”. Lewin’s study on leadership shows that this leadership style is the most practical, as the leader transforms not only the organization but also the followers and himself. A transformational leader guides followers, participates in the group as a follower, and solicits input from members, as a result, followers are more engaged in the process, better motivated, and creative.

Shamir, House, and Arthur in their Journal of Organization Science article agree with Tichy and Devane, but add that a transformational leader fosters followers’ feelings about vision and goals, creating emotional attachment through trust and confidence in their leadership. Transformational leaders are leaders as well as colleagues who collaborate with their team and disseminate information and communicate feedback in a timely manner because their focus is on “changing followers’ needs, values, preferences and aspirations from self-interest to collective interest”, Shamir continues. , House and Arthur on the development of various ways in which transformational leaders attempt to refocus followers’ intrinsic motivations.

Motivation: What motivates people?

Motivation is a collection of learned attitudes and beliefs, suggests Success Performance Solutions, a consulting firm in Lancaster, PA. Or the way a person is driven to a goal, what keeps a person going in the face of adversity, the reason to stick with a leader or give a project that little bit more. Psychologists often refer to motivators as behavior initiators because they give us a sense of satisfaction and accomplishment. They add depth and breadth to behaviors by providing insight into “why we do what we do.” However, most behavioral theories include motivation as a function of primary drives such as hunger, sex, sleep, or comfort. Weiner noted that behavioral theories focus on either intrinsic (primary) or extrinsic (extrinsic) motivators that are also related to arousal, attention, anxiety, and feedback/reinforcement.

Motivation is generally defined as getting people to do what you want them to do, either through persuasion (getting their cooperation) or incentive (financial reward). There is a group of positive and negative motivators and is an important concept in most leadership theories. Traditionally, leaders use power as motivation through coercion or influence. Transactional leaders, on the other hand, use more than rewards to motivate employees. This leadership style is not one that blames when goals are not achieved or plans go awry; Rather this style is useful when the leader trusts his/her followers and has a high level of trust.

Individuals and corporations use motivators for goal setting, leadership development, and organizational culture. Ames and Ames’ cognitive theories see incentives as related to intrinsic motivation such as goal-setting actions and goals (personal or organizational).

Studies indicate that motivators are flexible and vary depending on the organization’s structure and culture. As a result it allows employees to adapt to the motivational system of the organization. Alderfer’s ERG theory states that achievement motivation is a function of an individual’s self-actualization.

The types of motivators (economic or status) are clearly defined by Hull’s drive reduction theory. Tolman states that a person’s important motivation is an internal motivation that creates an internal state such as a desire or a need. Rewards and recognition (financial and non-financial) motivate individuals to achieve their goals by aligning their personal goals with the goals of the organization. Transformational leaders must realize that motivators are not only in the form of financial rewards; They also include the goals people want to achieve, including the benefits of experience, organizational position (title), and career opportunities such as coaching and mentoring. McClelland’s theory explains that motivators are a reflection of personality traits that are acquired through experience, expectations, and achievement. Thus, as individuals grow and change, the use of motivators by leadership to meet their needs and desires must also change.

Appropriate: Leadership style and organizational structure

William Quisenberry wrote in Helium that “Motivation is essentially textbook defined as ‘the extent to which persistent effort is directed toward a goal’.” Essentially, it is important for leaders to understand the various forms and characteristic values ​​of motivation theories, and how to properly implement them in their organization. He defines four approaches to motivation and their emphasis on management practice: the paternalistic approach, the scientific management approach, the participative management approach, and the combination approach.

A leader will find himself switching effortlessly between styles and motivators to suit not only the people but also the organization. This is often referred to as “situational leadership,” point out Gary Nielsen and Bruce Pasternak of global consulting firm Booz Allen Hamilton. He adds that there is a reason why some companies succeed and others do not, and that the ability to achieve results is not an accident but a combination of the right leadership style for the organizational structure and culture. The group discussed motivation and behavior in work organizations, including; Drives, needs, outcomes, satisfaction, extrinsic rewards, performance and affect.

The result: A combination of transformational leadership and right intentions?

During their tenure, leaders ask themselves, “Which leadership style (leadership style) works best for me and my organization?” By asking such an important practical question one must confront the most important issues. The answer to this question lies in understanding that there are many styles and theories to choose from. A key element in leadership development is to consider developing a new leadership style that combines multiple styles to deal with high levels of diversity in not only culture but also employees.

Followers do not automatically accept new leaders. One reason is the unknown factor. There are countless examples of leaders taking over new organizations or groups and their failure because they did not consider the existing culture and needs of the people in the organization. Edward Liddy’s failure at AIG is one such example. He thought that the leadership style he had developed at Allstate could be transferred to AIG without difficulty. Expecting individuals to be creative, improve quality of work, work as a team, do the least amount of work and provide excellent customer service is not the easiest task; Regardless of their need as a leader to instill the right motivation and trust in these people, adapt to their leadership style and change the people and the organization as a whole in a prosperous direction. Liddy assumed that he could take the helm of the organization and transform it without having to change or adapt.

Although a transformational leadership approach is often highly effective, there is no “right” method that fits all situations. According to Booz Allen Hamilton, when choosing the most effective approach one should consider:

o The skill level and experience of your team members

o Work involved

o Organizational environment

Building consensus for change is easy; However, implementing these changes is impossible without a compelling vision and mission above as well as a strong foundation of shared values. An organization led by a transformational leader seems destined for greatness. It is a well-balanced organization driven by the right style of leadership with the right intentions and reacts quickly to market developments. and long-term global opportunities (the goals of both the organization and its people) without often losing sight of the bigger picture. Just-in-time organizations, as they are tagged, can turn on a dime because leadership inspires creative bursts, innovative processes, and maintains competitive advantage due to the fact that everyone knows his or her role in the organization and diligently executes it. An overall result of flawless effectiveness and consistent execution.

Nielsen and Pasternak say, “The right people—imbued with the right values, armed with the right information, and motivated by the right incentives—are the driving force behind a winning organization.” Aligning all these factors is always a challenge for leaders so that personal self-interest is aligned with the goals of the organization; Otherwise, you’ll never get out of that bed and go to work.

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