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3.leader and Motivator

An effective leader must understand employee needs and motivations in order to motivate subordinates. Key ways for a leader to motivate include harmonizing employee and organizational needs, providing appreciation and rewards, acting as a role model, encouraging involvement in planning, developing team spirit, empathizing with employees, providing meaningful work, spending one-on-one time, understanding motivations, providing resources, offering praise, helping create purposeful work, developing skills, actively involving employees, and believing in employees.

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Abhay Grover
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61 views18 pages

3.leader and Motivator

An effective leader must understand employee needs and motivations in order to motivate subordinates. Key ways for a leader to motivate include harmonizing employee and organizational needs, providing appreciation and rewards, acting as a role model, encouraging involvement in planning, developing team spirit, empathizing with employees, providing meaningful work, spending one-on-one time, understanding motivations, providing resources, offering praise, helping create purposeful work, developing skills, actively involving employees, and believing in employees.

Uploaded by

Abhay Grover
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Leaders as effective

motivators
Leader-Motivator

• 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.
Ways to coach and motivate
sub-ordinates
Harmonize and match the subordinate needs
with the organizational needs

• 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

• 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.
Role Model

• 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.
Encourage to get Involved

• 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

• 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.
Step into the shoes

• 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.
Meaningful and challenging job

• 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.
Start with scheduling more one on one
time.

• Get off on the right track by making consistent clear goals and


expectations an operational reality. You do that through the lost
art of one-on-one conversations -- a great motivational
tool. Leaders thrive when they strengthen relationships with their
people by spending more one-on-one time with them to hear their
suggestions, ideas, problems and issues as well as talking about
performance issues and their work. But first, you need to know
how to structure these meetings so that it works to your
advantage. 
Find out what motivates them.

• Do you know what gets your team members out of bed in the
morning? What they're passionate about -- their goals, aspirations,
and interests? In other words, do you really know your team
members? Great leaders show an interest in their people's jobs and
career aspirations in order to motivate them the right way. Once
that's been established, they look into the future to create
learning and development opportunities for their people. They
find out what motivates their best people by getting to know what
desires will drive each team member. This is about emotional
engagement.
Provide the resources they need to do their
work exceptionally well.

• It's a simple question, but you'd be surprised how often it


is not asked: What do you need right now to do your job
better? You may be surprised, or even shocked at the
answer; it could be that they need access to more
information to make the right decisions, bettter
equipment or even another work space. Acting on what
you find out will be a huge motivational booster. 
Praise and compliment them often.

• "I don't like to be recognized," said no human being, ever.


Managers have to get into the habit of praising and complimenting
their people for their good qualities and work. The companies
in Gallup's study with the highest engagement levels use
recognition and praise as a powerful motivator to get their
commitment. They found that employees who receive it on a
regular basis increase their individual productivity, receive higher
loyalty and satisfaction scores from customers, and are more likely
to stay with their organization. How regular are we talking? Praise
should be given once per week, according to Gallup.
Help co-create purposeful work.

• People want meaning and purpose in their work. In the book Give


and Take, Wharton professor Adam Grant says that when people
find purpose in their work, it not only improves that person's
happiness, it also boosts productivity. One way to give employees
that purpose, according to Grant, is to have them meet the very
people they are helping and serving, even if just for a few
minutes. Managers giving their people access to customers so they
can see firsthand the human impact their work makes is the
greatest human motivator, says Grant.
Help them develop new skills.

• Although important, I'm not so much talking about putting them


through another required technical or safety training program to
keep them or the business compliant, but actually giving them
meaningful new skills or knowledge in other areas that they can
use to leverage their natural strengths for future roles, whether
with their current company or another company. The point is to
serve and value them so exceptionally well as people and workers
that they have no reason to leave but use their newfound skills for
new projects.
Actively involve them.

• Great managers recognize that leadership doesn't travel


one way but is multi-directional. While it can come from
the top down at critical times, the best scenario is
allowing decisions, information, and delegation to travel
from peer to peer or from the bottom up, where the
collective wisdom and involvement of the whole
team help solve real issues in real time on the frontlines.
Believe in them.

• The best managers delegate often and give


their employees responsibility for delivering challenging
work. If this doesn't happen in your workplace, consider
two hard questions:
Do you trust your knowledge workers to do what they've
been hired to do?
Do they have the right competence for the job to carry out
the work with confidence?

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