Motivation and Leadership: Inspiring Teams to Greatness


  Motivation and Leadership: Inspiring Teams to Greatness

One of the most crucial aspects for success is leadership which has evolved over the course of time. Leadership has always been about leaders providing direction for those who work in an organization or those who rely on an organization. The document I will be using as a resource is called "Motivation and Leadership: Inspiring Teams to Greatness". This document was written by Dr. Dennis T. Darnold, a business college professor at University of California, Irvine; according to him, "The key to effective leadership is clear understanding that there are two types of motivation-intrinsic motivation and extrinsic motivation. Intrinsic motivation occurs when your efforts are focused on achieving objectives and are not dependent on the rewards you will receive from your job." The author also states that leadership is both a process and an activity, which involves influencing and creating behavior in followers. The document that I will be using as a resource is written to inspire leaders to provide motivation for those they lead by understanding how their personal beliefs and values interact with their role as leaders, and how these can be used to change the perspective of those they lead. It will help managers to better inspire employees by equipping them with information necessary for making decisions that motivate their workforce to do their best at all times. "Motivation is the key to great leadership," says Dr. Douglas K. Rice, professor of management at the University of Saint Mary in Kansas, "and leaders must be able to motivate their teams." The document that I will be using as a resource is written to not only inform managers how to motivate their employees, but also for them to understand that motivation is an ongoing process. Motivation can only come from within and when leaders let down their guard they may create unrealistic expectations for their teams leading recruiters to tell prospective employees that they do not want to work for those who are not committed or motivated. Dr. Dennis T. Darnold also states that "motivation is not something that just happens naturally in an organization. Rather, it is a combination of intrinsic and extrinsic factors." According to Rice, "Motivation is the key to great leadership," he also explains the effects of motivation on the job performance. He states there are three main factors which motivate us, these include: goals, feelings and rewards. The document that I will be using as a resource is written in such a way that it not only informs managers how to motivate their employees, but also for them to understand that motivation is an ongoing process. If a leader does not keep employees motivated they are not likely to last in their current role. If there is no motivation, then there is no reason for employees to want to perform at their best.

Leadership is vital to business success; leadership can be described as the power or ability to direct or influence others or the behavior of being a leader. Leadership has been studied and analyzed throughout history; Peter Drucker, an historian and management consultant has put much effort into studying leadership and he has concluded that the most successful leaders are those who are able to effectively motivate their followers. One of his main arguments is that if you cannot motivate your followers they will not be willing to follow you. Drucker also states that a leader should have clear direction and vision for those they are leading. Drucker believes that a manager should be conscious of what kind of leader they are, to achieve the best results from their employees. According to Drucker, management is just as important as leadership. He argues that "most management practices and many business failures are due to lack of leadership." According to Drucker, there are five qualities that leaders must have in order to be effective: (1) Vision, (2) Innovation, (3) Effective decision making; (4) Responsibility; (5) Integrity. Drucker has also explained that a leader must be willing to take risks, as he believes once a leader is willing to take risks they will never be bored. Leadership is not restricted to just managers and executives; in fact, leadership is something that is taught and learned by everyone. Dr. Dennis T. Darnold explains that "we are all leaders whether we realize it or not."
The management part of motivation and leadership involves understanding what your employees want and then creating the environment for them to succeed. According to Drucker, a manager or leader should be a facilitator for those they are leading. As the needs of those you are leading change, so should the way you run your organization. An example is when employees need to be motivated, but their idea of motivation is different then what the leaders think that it should be. Leaders need to adapt and understand what their employees want from them in order to reach maximum potential from their workforce.
On-the-job training can create a better work environment for all involved; people learn at different rates and skill levels. Employees must have the tools and training to learn the right skills necessary for them to become successful within an organization.

Management, in the context of human resource management, refers to those who have the responsibility for implementing and executing decisions relating to the management of employees. Management is also referred to as leadership, which involves taking responsibility for the overall life of a business, as well as its employees. Leadership is typically seen as being a combination of setting direction and motivating employees. Modern day management is considered to be a social science and was first studied by academicians such as Thorsten Veblen along with others at the turn of the 19th century. The techniques developed then are still widely used today in industry and commerce; some thinkers have gone so far as to claim that this was one of the most important events in economic history (citation needed). Contemporary "managerial economics" is an attempt to bring the study of business management into the economic mainstream, by relying on more empirical methods.

The managerial role is usually performed by a person in a position of authority, such as manager, or chief executive officer. Managers manage the work and personnel of others. Managers are accountable to authorities outside their own organization for the performance of their subordinates and employees, even though it may be no more than part-time supervision of their subordinates that they direct in performing their functions during working hours. They are generally responsible for determining methods and action plans to accomplish business objectives within budget constraints; furthermore, they also have legal duties (such as determining that a safety procedure or environmentalist policy has been followed). Managers are also responsible for planning and supervising how work is organized and carried out, delegating work to subordinates, providing training to employees, protecting employees from accidents and injuries at work, providing benefits such as life insurance for employees and coordinating the organization's activities with other organizations.

Managers may be described as "responsible," or they may be "accountable" for the actions of subordinates. They usually manage staff who do not perform work that requires specialized knowledge or skills, thus are considered staff who do not require a managerial position. Most managers are middle management.


Human resource management is a dynamic, fast-changing field. Increasing globalization has led to many changes in the workplace, both for employees and employers. With a background in human resource management, it is possible to move into many other career paths. Many opportunities exist for those with an expertise in human resource management.

While human resource professionals are typically employed by private sector organizations, many federal, state, and local governments have begun adding personnel who work specifically within the human resources specialization. Some cities and towns now have full-time human resources departments that make sure that employees are treated fairly and also ensure that government employers and their employees are covered by insurance.

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