CHAPTER 6
DIRECTING/LEADING
Definition
Leading is the process of influencing people so
that they will contribute to organization and group
goals.
When we say influencing, it does not mean that
coercing/forcing, imposing, sanctioning or
pushing people behind.
It means rather-motivating people so that they
contribute their maximum.
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Elements of Directing/Leading
(a)Motivation
(b)Leadership
(c)Communication
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A) MOTIVATION
Motivation refers to the forces to a person that arouse
enthusiasm and persistence to pursue a certain course of
action.
It means stimulating people to action through incentives or
inducements
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Types of Reward
a. Intrinsic reward - the satisfaction a person
receives in the process of performing a particular
action.
b. Extrinsic reward - given by another person,
typically the manager.
include promotion and pay increases.
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THEORIES OF MOTIVATION
Hierarchy of Needs Theory (Abrham Maslow)
It proposes that humans are motivated by multiple needs
and that these needs exist in hierarchy order:
1. Physiological needs - the need for food, water, etc.
2. Safety needs - the need for security & safety
3. Social needs- the need for friendship, interaction and love
4. Esteem needs - the need for respect & recognition
5. Self-actualization needs- the ability to reach one's
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potentials.
The two-Factor Theory (Herzberg 1975)
It is based on that two factors influence work motivation.
Hygiene factors (salary, job security, working
conditions, status; Company policies; quality of technical
supervision and quality of interpersonal relationships) are
the primary elements involved in job dissatisfaction.
Motivation factors (achievement, recognition,
responsibility, advancement, the work itself, and possibility
of growth) are the primary elements involved in job
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satisfaction.
Theory X and Theory Y (Douglas McGregor 1960)
Theory X is a philosophy of management with negative
perception of subordinates’ potential for work and attitude
towards work.
It assumes that subordinates dislike work, are poorly motivated,
and require close supervision.
Theory Y is a philosophy of management with a positive
perception of subordinates' potential for work and attitudes
toward work.
It assumes that subordinates can be self-directing, will seek
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responsibility and find work as natural as play or rest.
B) LEADERSHIP
Leadership is the process of influencing individuals and
groups to set and achieve goals.
It is an act of influencing and motivating people to
perform certain tasks to achieve organizational objectives.
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THEORIES OF LEADERSHIP
1. The trait theory of leadership:-
Believes leaders possess certain specific inborn traits, which are
inherited rather than acquired.
It holds that leaders are born not made.
In general the trait theory hasn't been a fruitful approach to explain
leadership.
2. The behavioral theory of leadership:-
Focused on what leaders do rather than their traits.
3. The situational /contingency/ theory of leadership:
Leadership is strongly affected by a situation from which a leader
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emerges and in which he/she works.
LEADERSHIP STYLES
There are three important leadership styles
a) Autocratic
b) Democratic /participate/
c) Laissez-faire /free rein/
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C. COMMUNICATION
"Communication is the transfer of information from one
person /sender/ to another person /receiver/ to achieve
goals."
"It's a process consisting of a sender transmitting a
message through media to a receiver who respond"
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The Communication Process
Communication takes place in the relationship between a sender and a receiver. It
can flow in one direction and ends there.
A model of the communication process:
Transmit Receiver
Message Message
Sender Enco Channel Deco RECEIVER
ding ding
SENDER
(Source) Decoding
Noise
Feed back
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Communication can be
i) Formal Communication
a) Downward communication Messages from higher
authority levels to lower levels.
b) Upward communication Messages from subordinates
to supervisors and to higher levels.
c) Horizontal communication That flows between
persons of equal status in the organization.
ii) Informal Communication
* Grapevine.
* Gossip, etc.
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END OF CHAPTER
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