Term Paper

on

“What Do We Mean by Leadership

&
Motivation, Satisfaction, and Performance”

Department of Management Studies

Comilla University, Cumilla-3506

Date of Submission:
 GROUP NO-09

Submitted To
Md. Mahbub Alam
Assistant Professor
Deparment of Management Studies,
Comilla University

Submitted By
              NAME ID PRESENTATION ASSIGNMENT

Abdullah Al Mohit 11505029

Tanvir Alam 11505030

Syduzzaman 11505031

Pretom Paul 11505032

Date of Submission
                                                   Table of Content
No                                                   Topics Page
no.
Chapter-01: What Do We Mean by Leadership
1.1 What is leadership?
1.2 Characteristics of good leadership?
1.3 Difference between manager and leadership?
1.4 Several myths about leadership?
1.5 The international framework for analyzing leadership?
1.6 Why leadership is both rational & emotional?
1.7 What are the roles in leadership?
Chapter-08: Motivation, Satisfaction, and Performance
8.1 How can you define motivation, satisfaction, and performance?
8.2 Maslow’s Hierarchy of Needs: How does context affect motivation?
8.3 Which Factors Affect Motivation?
8.4 How does leadership influence motivation?
8.5 8.5 How leaders can improve job satisfaction?
 CHAPTER-01
What Do We Mean by Leadership

1.1 What is leadership?

A simple definition is that leadership is the art of motivating a group of people to act towards
achieving a common goal. He or she is the person in the group that possesses the combination
of personality and leadership skills that makes others want to follow his or her direction.
Leadership is a process by which an executive can direct, guide and influence the behavior
and work of others towards accomplishment of specific goals in a given situation. Leadership
is the ability of a manager to induce the subordinates to work with confidence and zeal.

Leadership is the potential to influence behavior of others. It is also defined as the capacity to
influence a group towards the realization of a goal. Leaders are required to develop future
visions, and to motivate the organizational members to want to achieve the visions.

According to Keith Davis, “Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds a group together and motivates
it towards goals.”

1.2 Characteristics of good leadership?

Everybody defines leadership differently but I really like the way John C Maxwell defines
leadership, “A leader is one who knows the way, goes the way, and shows the way.”
Irrespective of how you define a leader, he or she can prove to be a difference maker between
success and failure. A good leader has a futuristic vision and knows how to turn his ideas into
real-world success stories. In this article, we take an in-depth look at some of the important
leadership qualities that separate good leaders from a bad one. There are some basic
characteristics of good leadership are given below

1. Honesty and integrity

2. Confidence
3. Inspire Others
4. Commitment and Passion
5. Good Communicator
6. Decision Making Capabilities
7. Accountability
8. Delegation and Empowerment
 9. Creativity and Innovation
10. Resilience
11. Emotional Intelligence
12. Humility
13. Transparency
14. Vision and Purpose

1. Honesty and Integrity

               

Honesty and integrity are two important ingredients which make a good leader. How can you
expect your followers to be honest when you lack these qualities yourself? Leaders succeed
when they stick to their values and core beliefs and without ethics, this will not be possible.
The 34th President of United States, Dwight.D.Eisenhower once said, “The supreme quality
of leadership is unquestionably integrity. Without it, no real success is possible, no matter
whether it is on a section gang, a football field, in an army, or in an office.”
 2. Confidence

To be an effective leader, you should be confident enough to ensure that other follow your
commands. If you are unsure about your own decisions and qualities, then your subordinates
will never follow you. As a leader, you have to be oozing with confidence, show some
swagger and assertiveness to gain the respect of your subordinates. This does not mean that
you should be overconfident, but you should at least reflect the degree of confidence required
to ensure that your followers trust you as a leader.

3. Inspire Others

                                 

Probably the most difficult job for a leader is to persuade others to follow. It can only be
possible if you inspire your followers by setting a good example. When the going gets tough,
they look up to you and see how you react to the situation. If you handle it well, they will
follow you. As a leader, should think positive and this positive approach should be visible
through your actions. Stay calm under pressure and keep the motivation level up. As John
Quincy Adams puts it, “If your actions inspire others to dream more, learn more, do more and
become more, you are a leader.” If you are successful in inspiring your subordinates, you can
easily overcome any current and future challenge easily.
 4. Commitment and Passion

                               

Your teams look up to you and if you want them to give them their all, you will have to be
passionate about it too. When your teammates see you getting your hands dirty, they will also
give their best shot. It will also help you to gain the respect of your subordinates and infuse
new energy in your team members, which helps them to perform better. If they feel that you
are not fully committed or lacks passion, then it would be an uphill task for the leader to
motivate your followers to achieve the goal.

5. Good Communicator

Until you clearly communicate your vision to your team and tell them the strategy to achieve
the goal, it will be very difficult for you to get the results you want. Simply put, if you are
unable to communicate your message effectively to your team, you can never be a good
leader. A good communicator can be a good leader. Words have the power to motivate
people and make them do the unthinkable. If you use them effectively, you can also achieve
better results.
 5. Decision-Making Capabilities

                             

Apart from having a futuristic vision, a leader should have the ability to take the right
decision at the right time. Decisions taken by leaders have a profound impact on masses. A
leader should think long and hard before taking a decision but once the decision is taken,
stand by it. Although, most leaders take decisions on their own, but it is highly recommended
that you consult key stakeholders before taking a decision. After all, they are the ones who
will benefit or suffer from your decisions.

6. Accountability

                                

When it comes to accountability, you need to follow the approach highlighted by Arnold H
Glasow when he said, “A good leader takes little more than his share of the blame and little
less than his share of the credit.” Make sure that every one of your subordinates is
accountable for what they are doing. If they do well, give them a pat on the back but if they
struggle, make them realize their mistakes and work together to improve. Holding them
accountable for their actions will create a sense of responsibility among your subordinates
and they will go about the business more seriously.

8. Delegation and Empowerment

                             

You cannot do everything, right. It is important for a leader to focus on key responsibilities
while leaving the rest to others. By that, I mean empowering your followers and delegating
tasks to them. If you continue to micromanage your subordinates, it will develop a lack of
trust and more importantly, you will not be able to focus on important matters, as you should
be. Delegate tasks to your subordinates and see how they perform. Provide them with all the
resources and support they need to achieve the objective and give them a chance to bear the
responsibility.

9. Creativity and Innovation

                                 

What separates a leader from a follower? Steve Jobs, the greatest visionary of our time
answers this question this way, “Innovation distinguishes between a leader and a follower.”
In order to get ahead in today’s fast-paced world, a leader must be creative and innovative at
the same time. Creative thinking and constant innovation is what makes you and your team
stand out from the crowd. Think out of the box to come up with unique ideas and turn those
ideas and goals into reality.

10. Resilience

When the going gets tough, the tough gets going. You might have heard this adage many
times, but did you know that great leaders also follow this rule. They are resilient and have a
positive attitude. Irrespective of how difficult the circumstances might be, you will find them
rallying their followers. While most people are busy in complaining about the problems, great
leaders always focus on solutions, not the problems.

11. Emotional Intelligence

Good leaders always have higher influence but how do they increase their influence on the
point where people accept what they say. They do this by connecting with people
emotionally. That is where emotional intelligence comes into play. Here are some of the
reasons why a leader should be emotionally intelligent.

7. Manage emotions effectively

 8. Better social awareness
9. Seamless communications
10. Conflict Resolution

With emotional intelligence, leaders can control their emotions, which prevents negative
emotions from influencing their decision-making skills. As a result, they are less likely to
make hasty decisions. Moreover, emotionally intelligent leaders are great at understanding
the emotions and care about the feelings of others. That is not all, leaders who have this
leadership quality not only handles conflict in a better way but also play an important role in
conflict resolution.

12. Humility

                           

“Pride makes us artificial and humility makes us real.”—Thomas Merton

How would you feel when you are promoted to leadership status? You will feel proud. A
good leader is always selfless and always thinks about his or her followers. That is why the
leadership styles greatest leaders adopt put lots of emphasis on problem-solving and team
dynamics instead of focusing on self-promotion.
13. Transparency

                                

One of the best ways to win the trust of your followers is by being transparent. Instead of
hiding information, you should openly share it with them. By giving visibility to your
followers, they will buy into your vision and support you with conviction in achieving the
goal. More importantly, it gives your followers clarity, autonomy and make them feel more
empowered while keeping them engaged.

14. Vision and Purpose

                                 

“Good business leaders create a vision, articulate the vision, passionately own the vision,
and relentlessly drive it to completion.”—Jack Welch
Good leaders always have a vision and purpose. They not only visualize the future
themselves but also share their vision with their followers. When their followers were able to
see the big picture, they can see where they are heading. A great leader goes above and
beyond and explain why they are moving in the direction they are moving and shares the
strategy and action plan to achieve that goal.

1.3 Difference between manager and leaders?

Although these two words can be used interchangeably, they represent two completely
different traits. Being a leader is much different than being a manager. There are important
differences between the two and below you can find 10 of them.

 Managers set goals but leaders set the vision. It is the leader’s job to turn the vision
into reality. Leaders think beyond what people are capable of and try to make
everyone part of something bigger.
 Managers usually think short term but leaders think long term. Leaders always
look at the big picture and think about the next phase to set the direction towards the
final goal.
 Managers maintain the status quo; leaders are in favor of change. Leaders must
be innovative and should encourage transformation in an organization. They always
look for better ways to improve the processes of a business.
 Managers don’t want to get out of their comfort zone, leaders take risks. Leaders
are not afraid of trying out new things even though, they fail sometimes. Leaders
don’t forget that failing is not the end but actually the beginning for a new path to
success.
 Managers are process focused but leaders are people focused. Leaders always
think about their teams and give importance to their growth because a good leader
knows that once his/her team grows, the business grows too.
 Managers supervise their team but leaders coach them. Leaders don’t
micromanage their team but instead guide them towards the vision when necessary.
 Managers are authoritative but leaders are charismatic. Leaders earn the respect
of others with their charisma and make others follow them. That is why leaders have
fans and managers have employees.
  Managers assign tasks but leaders encourage ideas. Leaders want the involvement
of the whole team to the process and like to brainstorm new ideas or encourages
people to always raise their opinions, if they get a better way of doing things.
 Managers are controllers and think with their brains but leaders are passionate
and think with their hearts too alongside their brains. Leaders know the
importance of the gut feeling and believe in their sixth senses.
 Managers do things right but leaders do the right thing. If leaders need to break
and set new rules for a business, then, they don’t hesitate of doing it because leaders
are open to change.

1.4 Several myths about leadership?

There are some myths of leadership. These are as follows;

Myth 1: Leaders work smarter, not harder.

I have never fully understood the “work smarter, not harder” statement. There are definitely
ways to be smarter about prioritizing your tasks effectively, planning your day wisely to
increase your productivity, and, as a leader, to know when and what tasks to delegate. But
every single successful person I know have always worked very hard on realizing his/her
dreams. Great leaders empower their teams to do more, they are very protective of their time,
and they are shrewd in applying their knowledge and experience in order to move forward
and avoid mistakes either they themselves or others made in the past. One could call that
“working smart”. But nothing great has ever been achieved without working hard. True
leaders lead by example, they are first in and last ones out, they are fully invested in the
vision of their ventures and, through showing their dedication, they inspire people around
them to show the same kind of commitment and display the same behaviors.

Myth 2: Leaders have all the answers. 

The best leaders have a clear understanding of their own limitations. They know that success
is a team sport and there is no such thing as a “self-made” man. They realize that it takes a
diverse team to truly innovate. They search for passionate people in diverse areas of expertise
and bring them together. Great leaders listen more than they speak. They listen with the goal
to understand, not the goal to answer. They hire amazing teams and solicit regular input from
team members. They admit their mistakes and empower their people to execute on the
company’s vision through their own knowledge and initiative vs. a dictate from above.

Truly amazing leaders empower others to become leaders. Their higher goal is to work
themselves out of the job so that if they are not around, the organization functions just as
successfully as when they are.

Myth 3: Great leaders are always in the spotlight.

It is true that if you are a leader of the company there is an expectation that you will also be a
company’s spokesperson. But leadership comes in many forms. You don’t have to be on the
organization’s executive team to be a leader. True leaders (whether they are at the helm or
not) are humble. They don’t much care about the spotlight. They care about the results. And
that comes from focus.

Some of the greatest leaders of our time were simple men who shied away from limelight and
yet have transformed industries and took their companies to new heights.

In his book Good to Great Jim Collins says that exceptional leaders channel their ego needs
away from themselves and into the larger goal of building a great company. “It’s not that
[they] have no ego or self-interest,” says Collins. “Indeed, they are incredibly ambitious – but
their ambition is first and foremost for the institution, not themselves.” These amazing
leaders, Collins found, “are a study in duality: modest and willful, humble and fearless.” I bet
you have never heard of Darwin E. Smith or Colman Mockler, but these men brought glory to
the brands we currently admire, the companies that lead (and are still leading) the industry.

Myth 4: Leaders are always “on” 

Even though great leaders work hard, they realize that they need the space to be able to
strategize, to think, to create. “’Restore connection’ is not just for devices,” cautions Arianna
Huffington. “It is for people too. If we cannot disconnect, we cannot lead.” Leaders like
Steve Jobs and Bill Gates were known to go away for extended periods of time to reconnect
with themselves, their vision, and their ideas. Leaders need to find that place of wisdom,
strength, and real connection (with themselves and others) and they need to lead from that
place.
Smart leaders also build the culture of creativity through encouraging their employees to take
time to reflect. “Creating the culture of burnout is opposite to creating a culture of sustainable
creativity,” says Arianna Huffington. “This is something that needs to be taught in business
schools. This mentality needs to be introduced as a leadership and performance-enhancing
tool.”

Myth 5: Great leaders are born, not made

“Leaders aren’t born, they are made. And they are made just like anything else, through hard
work. And that’s the price we’ll have to pay to achieve that goal, or any goal.” - Vince
Lombardi. “The most dangerous leadership myth is that leaders are born - that there is a
genetic factor to leadership. This myth asserts that people simply either have certain
charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made
rather than born.” - Warren G. Bennis

1.5 The international framework for analyzing leadership?

Perhaps the first researcher to formally recognize the importance of the leader, follower, and
situation in the leadership process was Fred Fiedler. Although we recognize Fiedler’s
contributions, we owe per-haps even more to Hollander’s transactional approach to
leadership. We call our approach the interactional framework.

Several aspects of this derivative of Hollander’s approach are worthy of additional comment.
The framework depicts leadership as a function of three elements—the leader, the followers,
and the situation. Second, a particular leadership scenario can be examined using each level
of analysis separately. Although this is a useful way to understand the leadership process, we
can understand the process even better if we also examine the interactions among the three
elements, or lenses, represented by the overlapping areas in the figure. For example, we can
better understand the leadership process if we not only look at the leaders and the followers
but also examine how leaders and followers affect each other in the leadership process.
Similarly, we can examine the leader and the situation separately, but we can gain even
further under-standing of the leadership process by looking at how the situation can constrain
or facilitate a leader’s actions and how the leader can change different aspects of the situation
to be more effective. Thus a final important aspect of the framework is that leadership is the
result of a complex set of interactions among the leader, the followers, and the situation.
These complex interactions may be why broad generalizations about leadership are
problematic

1.6 Why leadership is both rational & emotional?

Leadership involves both the rational and emotional sides of human ex-pertinence.
Leadership includes actions and influences based on reason and logic as well as those based
on inspiration and passion. We do not want to cultivate merely intellectualized leaders who
respond with only logical predictability. Because people differ in their thoughts and feelings,
hopes and dreams, needs and fears, goals and ambitions, and strengths and weaknesses,
leadership situations can be complex. People are both rational and emotional, so leaders can
use rational techniques and emotional appeals to influence followers, but they must also
weigh the rational and emotional consequences of their actions.

A full appreciation of leadership involves looking at both these sides of human nature. Good
leadership is more than just calculation and planning, or following a checklist, even though
rational analysis can enhance good leadership. Good leadership also involves touching
others’ feelings; emotions play an important role in leadership too. Just one example of this is
the civil rights movement of the 1960s, which was based on emotions as well as on
principles. Dr. Martin Luther King Jr. inspired many people to action; he touched people’s
hearts as well as their heads

1.7 What are the roles in leadership?

Most leaders aren’t ready when they step into a leadership role, so if you are feeling out of
sorts, don’t worry just yet. Everything takes time. Instead of worrying that you will never get
up to speed, focus your energy on improving.

Here are the 1o roles every leader must fill (even the new ones) that are most important to the
success of the team and organization as a whole.

1. Coach: As a leader you have a responsibility and need to develop others to succeed in
their roles and prepare for future roles.
2. Facilitator: You need to make things easier for others. While we might think of this
most often in a meeting or group situation, there are many times when you will serve as
facilitator to help processes flow well and boost productivity.
3. Strategist: This role isn’t just for the highest-level leaders in an organization. All
leaders must think strategically, keep the big picture in mind, and plot what directions
and approaches the team should use to reach the desired results.
4. Visionary: Related to strategy, leaders must have a picture of where they are heading
and why that destination matters to the organization, their team and themselves.
5. Change agent: With strategy and vision comes the ever-present need for change. As
a leader, you must guide and champion the changes that you envision and the ones that
have been entrusted to you from up the ladder.
6. Decision-maker: You want others to engage and offer their feedback. However, as a
leader, you will need to be decisive and make the hard choices. You can’t be afraid
to make a decision, even when you are working with less-than-perfect information or
you must make one that will be unpopular.
7. Influencer: Call it mediation or negation or even arbitration, but this role is really
about influence. As a leader, you must constantly be influencing others in a positive
way.
8. Team player: You can’t always take the lead. You need to be a teammate, too, and
that means understanding when to step out of your leadership role and let others take
the lead.
9. Delegator: You can’t do it all. The best leaders delegate both willingly and
strategically to ensure everything is done and to train their employees to take on bigger
roles in the organization.
10. Listener: Leaders often think they need to be doing all the talking, but that is a
mistake. In fact, the best leaders talk less, and ask, listen, and observe more. Make sure
you really listen to the people you lead.
 CHAPTER 08
Motivation, Satisfaction, and Performance
8.1 How can you define motivation, satisfaction, and performance?

Motivation

Motivation is the word derived from the word ’motive’ which means needs, desires, wants or
drives within the individuals. It is the process of stimulating people to actions to accomplish
the goals. In the work goal context the psychological factors stimulating the people’s
behavior can be -

 desire for money

 success
 recognition
 job-satisfaction
 team work, etc.

Therefore, we can say that motivation is a psychological phenomenon which means needs
and wants of the individuals have to be tackled by framing an incentive plan.

Satisfaction

Satisfaction is the act of fulfilling a need, desire, or appetite, or the feeling gained from such
fulfillment.

Satisfaction means you’ve had enough — in a good way. When a product says "Satisfaction
guaranteed" it means you’ll like it or they'll give you your money back. A good meal
provides satisfaction of your hunger. When you graduate from school or get a good job, you
have a feeling of satisfaction. This term once meant an act of atonement assigned by a priest
to make up for a sin. When something is explained well, it was explained to your satisfaction.

Performance

Performance is completion of a task with application of knowledge, skills and abilities.

In the performing arts, a performance generally comprises an event in which a performer or
group of performers present one or more works of art to an audience. In instrumental music
(and in drama), performance is typically described as "play". Usually the performers
participate in rehearsals beforehand.

An effective performance is determined by achievement skills and competency of the

performer - level of skill and knowledge. Spencer and McClelland in 1994 defined
competency as "a combination of motives, traits, self-concepts, attitudes, cognitive behavior
skills (content knowledge)" that helps a performer to differentiate themselves superior from
average performers.  A performance may also describe the way in which an actor performs. In
a solo capacity, it may also refer to a mime artist, comedian, conjurer, or other entertainer.

8.2 Maslow’s Hierarchy of Needs: How does context affect motivation?

Maslow’s Need Hierarchy Model

Human behavior is goal-directed. Motivation cause goal-directed behavior. It is through

motivation that needs can be handled and tackled purposely. This can be understood by
understanding the hierarchy of needs by manager. The needs of individual serves as a driving
force in human behavior. Therefore, a manager must understand the “hierarchy of needs”.
Maslow has proposed “The Need Hierarchy Model”.

The needs have been classified into the following in order:

1. Physiological needs- These are the basic needs of an individual which includes food,
clothing, shelter, air, water, etc. These needs relate to the survival and maintenance of
human life.
2. Safety needs- These needs are also important for human beings. Everybody wants job
security, protection against danger, safety of property, etc.
3. Social needs- These needs emerge from society. Man is a social animal. These needs
become important. For example- love, affection, belongingness, friendship,
conversation, etc.
4. Esteem needs- These needs relate to desire for self-respect, recognition and respect
from others.
5. Self-actualization needs- These are the needs of the highest order and these needs are
found in those person whose previous four needs are satisfied. This will include need
for social service, meditation.
8.3 Which Factors Affect Motivation?

Let’s begin with the four factors that are the basics of motivating anyone, in any organization.
These four factors are:

 leadership style,
 the reward system,
 the organizational climate
 The structure of the work.

The Impact of Leadership on Motivation:

This is a key factor in determining how people feel about the company and how motivated
they are. When a company undergoes leadership changes the psychological climate of the
company is altered and in turn, the whole employee performance improves.

Motivating Through Intrinsic Rewards:

Every work environment is characterized by a reward structure, often differing from
employee to employee and from department to department.

As author Michael Le. Boeuf says in his book, The Greatest Management Principle in the
World, “What gets rewarded gets done.” If you want more of something in a company,
simply offer greater rewards for that behavior. If you want less of an activity in the
workplace, simply pull back on the rewards or increase the punishment or disapproval for
that behavior. People respond to incentives.

It is quite common for companies to identify their most profitable products and services, and
then increase the percentage of employee commission for selling those specific products and
services, while maintaining lower commissions for less profitable items. Employees, and
managers for that matter, respond very quickly to increased or decreased financial incentives
for specific behaviors or for achieving specific goals.

Creating a Motivational Organizational Climate:

Is your company a “wonderful place to work”? The organizational climate is deliberately
created and maintained by management. It largely consists of the way that people treat each
other up and down the line. It starts at the top, with leaders who inspire and set the tone for
the rest of the organization. These leaders have a significant influence in the overall company
culture.

Because of this, people were motivated to compete just to get into IBM, but once they were
in they became some of the happiest, most productive, and creative workers in any company
or industry.

The Structure Factor of Motivation:

Some work is inherently motivational, requiring creativity, imagination, and elevated levels
of energy. Work that involves communicating, negotiating, and interacting with other people
to gain their cooperation to get the job done quickly and well brings out the best energies of
the individual. It is exciting and challenging. It is usually highly rewarding as well.

However, an enormous amount of work must be standardized, routinized, and made relatively
unexciting in order to be done efficiently and cost effectively. It is hard to motivate factory
workers who work on a production line all day and whose activities are carefully monitored
and regulated to ensure maximum levels of productivity.

Good organizations are always trying to structure the work so as to match the nature of the
work with the nature of the employee and to make the work as interesting and enjoyable as
possible.

8.4 How does leadership influence motivation?

Motivation is a goal-oriented characteristic that helps a person achieve his objectives. It

pushes an individual to work hard at achieving his or her goals. An executive must have the
right leadership traits to influence motivation. However, there is no specific blueprint for
motivation.

As a leader, one should keep an open perspective on human nature. Knowing different needs
of subordinates will certainly make the decision-making process easier.

Both an employee as well as manager must possess leadership and motivational traits. An
effective leader must have a thorough knowledge of motivational factors for others. He must
understand the basic needs of employees, peers and his superiors. Leadership is used as a
means of motivating others.

Given below are important guidelines that outline the basic view of motivation:

 Harmonize and match the subordinate needs with the organizational needs. As a
leader, the executive must ensure that the business has the same morals and ethics that
he seeks in his employees. He should make sure that his subordinates are encouraged
and trained in a manner that meets the needs of the business.
 Appreciation and rewards are key motivators that influence a person to achieve a
desired goal. Rewarding good/ exceptional behavior with a small token of
appreciation, certificate or letter can be a great motivator. If a certificate is awarded to
a person, it should mention the particular act or the quality for which the individual is
being rewarded.
 Being a role model is also a key motivator that influences people in reaching their
goals. A leader should set a good example to ensure his people to grow and achieve
their goals effectively.
 Encouraging individuals to get involved in planning and important issues resolution
procedure not only motivates them, but also teaches the intricacies of these key
decision-making factors. Moreover, it will help everyone to get better understanding
of their role in the organization. The communication will be unambiguous and will
certainly attract acknowledgement and appreciation from the leader.
 Developing moral and team spirit certainly has a key impact on the well-being of an
organization. The metal or emotional state of a person constitutes his or her moral
fabric. A leader’s actions and decisions affect the morale of his subordinates. Hence,
he should always be aware of his decisions and activities. Team spirit is the soul of
the organization. The leader should always make sure his subordinates enjoy
performing their duties as a team and make themselves a part of the organization’s
plans.
 A leader should step into the shoes of the subordinates and view things from
subordinate’s angle. He should empathize with them during difficult times.
Empathizing with their personal problems makes them stronger-mentally and
emotionally.
  A meaningful and challenging job accomplished inculcates a sense of achievement
among employees. The executive must make their employees feel they are performing
an important work that is necessary for the organization’s well-being and success.
This motivational aspect drives them to fulfill goals.

Remember, “To become an efficient leader, you must be self-motivated”. You must know
your identity, your needs and you must have a strong urge to do anything to achieve your
goals. Once you are self-motivated, only then you can motivate others to achieve their goals
and to harmonize their personal goals with the common goals of the organization.

8.5 How leaders can improve job satisfaction?

Leaders can improve motivation within their organizations by following this process:

 Provide a positive working environment

 Reward and recognition
 Involve and increase employee engagement
 Develop the skills and potential of your workforce
 Evaluate and measure job satisfaction

Provide a positive working environment: Creating job satisfaction begins by first providing
a positive work environment.  This is the most important factor in the process.  A motivating
working environment requires going over and beyond the call of duty and providing for the
needs of the worker.
Reward and recognition: Mark Twain once said, “I can live for two months on a good
compliment.”  Personal recognition is a powerful tool in building morale and motivation.  A
pat on the back, a personal note from a peer or a supervisor does wonders.  The important
point is pay and money does not necessarily create job satisfaction. There has to be
something more.

Involve and engage the workforce: People may show up for work, but are they engaged and
productive? People are more committed and engaged when there is a process for them to
contribute their ideas and employee suggestions. This gives them a sense of ownership and
pride in their work.

Develop worker’s skills and potential: Training and education motivates people and makes
them more productive and innovative. There are many reasons training and development
makes sense.  Well-trained employees are more capable and willing to assume more control
over their jobs.  They need less supervision, which frees management for other tasks. 
Employees are more capable to answer the questions of customers which builds better
customer loyalty.   Employees who understand the business, complain less, are more
satisfied, and are more motivated.  All this leads to better management-employee
relationships.

Evaluate and measure job satisfaction: Continuous evaluation and never ending
improvement is the final step of the PRIDE system.  Evaluation is a nonstop activity that
includes a specific cycle of steps.  The primary purpose of evaluation is to measure progress
and determine what needs improving.  Continuous evaluation includes, but is not limited to,
the measurement of attitudes, morale, and motivation of the workforce.  It includes the
identification of problem areas needing improvement and the design and implementation of
an improvement plan.  Good organizations conduct a job satisfaction survey at least once a
year.

Businesses have searched far and wide for the competitive advantage, the best equipment,
robotics, or the latest business technique.  These devices provide only temporary solutions. 
The true competitive advantage is trained and motivated people proudly working together,
contributing their vitality and energy toward the goals of the enterprise.
https://www.managementstudyguide.com/what_is_motivation.htm

https://www.amanet.org/articles/the-four-factors-of-motivation/

https://www.chartcourse.com/the-pride-system/