Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
The effects of motivation on employees
The role of employee motivation on employee performance
The role of employee motivation on employee performance
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: The effects of motivation on employees
Purposeful celebrations
To encourage the heart of others leaders need to appreciate the individual and team efforts of their employees. Recognizing superior efforts with rewards and celebrations honors individual and team productivity (Kouzes & Posner, 2007). The spirit of a thriving, victorious work community is contagious like a smile. Yes, yawns are contagious too however employees who are valued with spontaneous celebrations are less likely to be sleepy or bored (Alter, 2012). Leaders who engage workers intimately daily are enriched with knowledge and understanding that cannot be found sitting behind their desk thinking about ways to participate (George & Sims, 2007). Mutual respect and trust is built upon knowing and understanding one another (Alter, 2012). Authentic leaders who actively participate with employees are rewarded with deeper connections and enhanced, trusting relationships (George & Sims, 2007).
Ken Blanchard and Sheldon Bowles outline powerful morale busters in the book Gung Ho which identifies a gung ho game plan where the spirit of the squirrel is celebrated to identify worthwhile work, while the way of the beaver is celebrated as being in control of achieving goals and the gift of the goose is celebrated as cheering one another on. After each animalistic step within the gung ho process there is a time allocated for reassessing, redirecting efforts and cheering on the organizational progress toward reaching vital goals (Blanchard & Bowles, 1998). Using animals as graphic representations to establish human endeavors in business is one way to encourage the heart and motivate employees but there are several others. The best ideas on how to motivate and encourage the heart of your employees should come f...
... middle of paper ...
...l qualities that everyone can embrace because we all have mothers however leaders need to have the courage to develop and manifest the qualities of caring, kindness and consideration which requires vulnerability to the leader’s affections and desires.
References
Alter, M. (2012). Show your employees they matter. Managing people at work, 363, 4. Retrieved from: http://ehis.ebscohost.com/eds/pdfviewer/pdfviewer?vid=5&sid=fcf9ecfe-5c20-4baf-ab28-ce5e12c0f0a1%40sessionmgr113&hid=107
Blanchard, K., & Bowles, S. (1998). Gung Ho! Turn on the people in any organization (1st ed.). New York, N.Y. : William Morrow and Company, Inc.
George, B., & Sims, P. (2007). True North: Discover your authentic leadership (1st ed.). San Francisco, CA 94103-1741: Jossey-Bass.
Kouzes, J., & Posner, B. (2007). The Leadership Challenge (4th ed.). San Francisco, CA 94103-1741: Jossey-Bass.
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience. New York: McGraw-Hill Irwin
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Mlls, D. Q. (2005). Leadership How to Lead, How to Live. Boston: Harvad Business School Press.
Encourage the Heart – leaders appreciate the contributions that individuals make and allow them to participate in the rewards of their efforts, therefore, leaders celebrate achievements.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Destiny, brought the book True North: Discover Your Authentic Leadership into my life and I want to bring it into the lives of others. More specifically those who may believe they weren’t born with the characteristics or traits to become a leader or those who have not found their passion or purpose in life; their “True North.” The book, written by Bill George and co-author Peter Sims, compiles a series of interviews with 125 managers from Howard Schultz of Starbuck’s to Dan Vasella of Novartis. The interviewees guide readers through their journey to become the leaders they are today; discussing their failures, successes, obstacles, personal tragedies and triumphs. The stories of each manager prove the True North’s thesis, which is no one person is born a leader and there isn’t one path to becoming a leader. The book is separated into three sections: 1) Leadership is a Journey 2) Discover Your Authentic Leadership 3) Empowering People to Lead. Before giving overviews of each section, it is important to define an authentic leader.
Leaders life stories and crucibles shape their True North.True North provided sound information about authentic leaders based on numerous real life stories. Several case studies and narratives made the content simple to comprehend the concept of True North. Gaining information from several leaders stories’ gave a good insight on leader’s True North. It appeared that the case studies originated from author’s close network of friends and acquaintances. The leaders in the book were drawn from corporations to non-for-profits, to the areas of politics and academia. The leaders’ narratives came from different parts of the globe that gave a diverse perspective on leadership. The author appeared to have a personal association with most of the leaders in the text. There were many quotes to back up life stories, crucibles, and self-awareness in the narratives in the emergence of True North. That helped to make a deeper connection with the
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary
The 'Path Leadership theory and practice. Thousand Oaks, CA -. Sage Publications, Inc. Whitener, J. K. (2007). The 'Path of the Earth'.
To become a truly effective leader, one must encapsulate the various behaviors related to the aforementioned course learnings in his/her persona and demonstrate such behaviors daily. This course has allowed me to identify four behaviors that all leaders must portray to be effective. The first of which is that a leader must be inspirational. To do so, a leader must set the appropriate vision and direction for the organization and provide a path to achieving defined goals. Additionally, a leader must induce the proper levels of motivation so that each employee has sufficient incentive to work towards the organization’s goals. As discussed in the class, motivation can be accomplished by factors such as rewarding hard work and providing the correct opportunities to employees. While these are motivating in that employees desire to be fairly compensated and to be doing work they deem valuable, inspiration comes more from organizational culture. A leader will be inspirational by setting a tone that appreciates each employee’s contribution, no matter how small in scale it is. Further, employees are inspired when they work collaboratively in a group setting and can capitalize on individual strengths to drive organizational goals.
The practices of a leader can have wide spread implications. They can impact individual stakeholders and the organization as a whole. Clark (2013) states that “you must be the role model you want others to grow into” (para. 9). A strong leader leads by example, is ethical, and earns the trust and respect of their followers. They are also conscientious of the impact they have on the world around them. They practice impeccable communication and learn to inspire others with a positive vision for the future. Clark (2014) describes leadership as the methods of influencing others to accomplish objectives in a collective manner in the direction of the organization's vision.
Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well