Overview
Leadership inspires people to achieve shared goals, while motivation fuels the energy behind their effort. Understanding leadership styles and motivation theories enables managers to create high‑performing, engaged teams.
Key Theories and Models
- Trait vs. Behavioral Theories: Early research on who leaders are (traits) vs. what they do (Ohio & Michigan studies).
- Contingency Models: Fiedler LPC, Hersey–Blanchard Situational Leadership, House Path–Goal theory.
- Transformational vs. Transactional Leadership: Inspiring change vs. managing by rewards & penalties.
- Motivation Theories: Maslow’s hierarchy, Herzberg two‑factor, McClelland needs (nAch, nPow, nAff), Vroom expectancy, Equity theory, Self‑determination theory.
- Job Design: Hackman & Oldham Job Characteristics Model—skill variety, task identity, task significance, autonomy, feedback.
Step‑by‑Step Example
Scenario: A sales team’s quota attainment dropped to 60 %. How can a manager use expectancy theory to improve performance?
Step 1 – Expectancy: Provide training and CRM tools so reps believe greater effort leads to better results.
Step 2 – Instrumentality: Revise commission plan—clear link between closed deals and payout.
Step 3 – Valence: Survey reps; add flexible‑time rewards valued by team.
Answer: Aligning expectancy, instrumentality, and valence increases motivation, pushing quota attainment toward 100 %.
Quick Tip
Use transformational tactics—vision, individualized consideration—to complement transactional rewards; the blend often yields superior engagement.