Leadership scenario Essay

INTRODUCTIONThe purpose of the paper is to explore the various types of attractionship demeanors that impacted the penury of the employee. Jonathan and Dan bugger off twain different charabancial styles. Jonathan a charabanc in super market who prefers to kind the duties of his subordinates. He is effective manager who is liked by his employees and e reallyone in supermarket wants to bunk for him. Dan a manager who prefers a consecutive routine and adherence with a focus on repeatability. He is moderator for 30 minutes lunch break. The main characters ar two friends Alex and Stephanie. They wee full cadence and this job helps them to pay for college. Alex acidifys for Dan, he portrayed as unhappy and disap organizeed. Stephanie works for Jonathon and always ready to work, she is energetic and broad(prenominal) motivated. This expression A Question of Motivation provide be analyzed through the Needs Goal supposition (Maslow), Equity speculation of Motivation, Her shey Blanchard Life-Cycle Theory and Path-Goal Theory.NEEDS GOAL THEORY (MASLOW)Maslow states that human beings possess the five basic needs and theorizes that they go off be arranged in a hierarchy of importance the order in which individuals generally strive to satisfy them.(Certo&Certo, 2012, p.371)Motivation has a significant meaning in understanding subordinates behavior motive can influence this behavior to rich goals. Maslows Motivational system is based on the idea that human behavior is controlled through a peculiar(a) number of developing fundamental needs which operate in a fixed sequence. Need is defined as a condition of deficit. Individuals be sensed as a biological being having psychological capacities. The psychological needs the needs that are usually taken as the starting point for pauperization theory are so-called psychological drivers.2 The Maslow hierarchy of needs starts from the bottom of the pyramid. First step is _psychological needs_, these nee ds include necessities like food, sleep, water, sexual drive, vivacious, air. These necessities required for eubstance to survive and normal function.Next step is _security needs,_ they containsecurity of family, health, body, resources, property, employment, a safe work environment. Next is _social needs_, it includes the desire for social contact and interaction, friendship, family, affection and new(prenominal) various types of support. Above social needs are _esteem needs_ which include status, recognition, confidence, respect of others. As they are satisfied, individual goes upper and stands on final need_- self-actualization needs._ At this gift an individual needs morality, problem solving, creativity, desire for achievement, personal growth and development. The movement from one level to the next was termed satisfaction progression by Maslow and it was assumed that everywhere time individuals were motivated to continually progresses upward through these levels.In the ca se study, A Question of Motivation, Robbins and reckon 12th edition many of these levels are demonstrated, for instance, sense of safety Though pay isnt great, its a steady job that allow them some flexibility, which helps when scheduling classes(Robbins & Judge, 2007, p. 712). Its security of having a job and security of being fitted to pay for college. An example of social needs described in first paragraph, it states that Alex and Stephanie became friends beca hire similar situation made them adpressed to each other. Their managers Dan and Jonathan are differ in esteem needs, especially Dan is making Alexs self-respect descend while its opposite for Stephanie. According to Robbins and Judge _A Question of Motivation,_ 12th edition, Alexs manager (Dan) supervises the produce department and prefers for subordinates to work in the same position at all times, he often necrose Alex.Stephanies manager (Jonathan) is very friendly, he encourages his subordinates to increase their hor izon by letting creativity and working and working in different positions. Stephanie is able to be challenge at work thats why she is very confident, while Alex feels like grotty and useless because his manager doesnt let him show his abilities and do his best. Alex has a low self-estimate because of another worker who is doing the same job but she is a new worker and gets more than than money than Alex. Stephanies manager helps her to date self-actualization needs he puts the trust at her and what she is doing. When there is lack of items, Jonathan enables his workers the ability to achieve tasks by ordering supplies She is mettleened, she has high problem solving skills, also she canapply her creativity on making new recipes. This all is the result of managers motivational and management skills.EQUITY THEORY OF MOTIVATION each(prenominal) people seek for luridness among what they put into job and what they get of it. Adams calls these inputs and outputs. According to Certo&C erto(2012) Equity theory looks at an individuals perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior (p. 369). This theory based on the social comparison process of examining the ratio of inputs and outcomes between oneself and a comparison other, for example, individuals compare themselves with others, and perceive what they benefit from job. When individuals arent treated fairly when compared to their coworkers, they tend react in a number of ways, including changing their work habits to better reap the rewards, resent coworkers and management for the inequality or in extreme cases quit (Certo & Certo, 2012).Inputs typically include determination, tolerance, hard work, loyalty, effort, commitment, support of colleagues and subordinates, ability, flexibility, personal scarifies, heart and soul. Outputs are typically financial rewards pay, salary, expenses, bonus payment, travel, development, perks, interest, reputation, respect, praise and thanks, sense of achievement and advancement, promotion, stimulus. If individual feels that inputs are rewarded by outputs, then he/she is happy to work and more motivated to proceed inputting at the same level. However, if individual feels that ratio of inputs to outputs is less beneficial than the ratio of others, then he/she becomes unmotivated to work and decreases inputting.In this case A Question of Motivation, Robbins and Judge, 12th edition, there is an unfair in Alex and Stephanie duties. Stephanie has a gaffer who inspires and empowers her to make decisions and try to do her best, while Alexs boss Dan seems to be stingy for praise and promotion, he holds his subordinates back. Thats why Stephanie loves her job but Alex doesnt. Jonathan gives Stephanie opportunity to get rewards for good work. This gives her pride for her job and inspiration to continue working at the samelevel. (Robbins and Judge, 12th edition).Alex is unhappy with his job. He becomes dispirit with job I dont even care anymore. Whats the point? If I stock more apples, or something meaningless like that, what does it get me-another sticker that says good job? ( Robbins and Judge, 12th edition, p. 713). Discouraged with Dan and his management styles he gives up changing the situation, but doesnt quit because he needs the job. Alex doesnt want to struggle about fact that another employee has been working less time and is being paid more because she tells compliments to his manager.Alex and Stephanie work in the same place of employment, the same work schedule, but the feedback of this job is different. My opinion that this type of motivation has only one side with good destination. As result, Stephanie is high motivated, while Alex is just working for salary without receiving any skills.THE HERSEY BLANCHARD LIFE CYCLE THEORY OF leadersLeadership is a major way in which people change the minds (influence) of others and move minds of others and move disposals forwa rd to reach identified goals.The Life Cycle Theory of Leadership is a rationale for linking styles with various situations to ensure effective leadership (Certo&Certo, 2012, p.342). This theory is based on the employees maturity and their ability to work without supervision. to a fault this theory states that successful leaders should change their leadership styles based on the maturity of the people theyre leading and the details of the task. Leaders using this theory should be able to place more or less emphasis on the task, and on the relationships with the people theyre leading. According to Certo&Certo, 2012, p.342, there are 4some different human bodys to the Life cycleHigh task Low relationships. In this bod employees first join an organization, they usually need direction and require particularized instructions as to what to do. Employees must be familiar with organizations procedures and policies. The just about appropriate approach is a task-oriented leadership.High task High relationships. A manager becomes more familiar withsubordinates and trust in their exercise. At this phase, followers might be willing to work on the task, but they still dont have the skills to complete it successfully.Low task High relationships. Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities. As subordinates abilities and performance become obvious and as experience increases, subordinates seek more responsibility. However managers continue to support and encourage subordinates.Low task High relationships. At this phase subordinates are able to work on their own. They have high self-confidence and skills. Leaders still oversee in progress but less problematic in decision making situations.This case study A Question of Motivation Robbins and Judge 12th edition is described two managers. Stephanies manager Jonathan is portrayed as a 10-year veteran who everyone generally admir es for his friendly demeanor and relaxed management style and that he often assigns his employees different duties each week so workers dont get bored. Two years ago when Stephanie started working she had high task-low relationships phase. Through the years her maturity increased by this four phases. And now Stephanie merits Jonathan confidence to complete challenging tasks without total supervision The nice thing is that Ill be able to do this on my own, without someone breathing down my neck (Robbins & Judge, 12thed., p. 714).It is seen that Alex doesnt like Dan and he doesnt respect him. They have difficult relationship. When Alex was hired he had a high task-low relationship phase and still without any movement. So, relationship and maturity get stuck. Dans attitude toward Alex is shown in lunchtime when Dan told Alex I thought that college students were supposed to be smarter than this. At the very least I would think that they could tell time. I guess the university must have glossed over you applications. (Robbins & Judge, 12thed., p. 714).It can be see that because of managers leadership level Stephanie and Alex receive different skills, though, working at the same time and position.PATH-GOAL THEORYPath goal theory states that a manager can affect the performance and motivation by offering rewards for achieving goals The path-goal theory of leadership suggests that the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards(Certo&Certo, 2012, p.345). So, this theory based on motivating subordinates to accomplish goals. The manager must use a style that best meets the subordinates motivational needs.According to Certo&Certo (2012) there are four path-goal types of leader behavior DIRECTIVE The leader gives unique(predicate) guidance of performance to subordinates, for instance, what to do, how to perform task. SUPPORTIVE The leader is friendly and shows concern for the subordinates. It is most appropriate for situations in which tasks and relationships are physically or psychologically challenging. PARTICIPATIVE The leader consults subordinates before making decisions and considers their suggestions. Its most effective when subordinates are highly disciplined and involved in work. ACHIEVEMENT The leader puts challenging goals and expects subordinates to have high level performance.In this case study A Question of Motivation Robbins and Judge 12th Ed. Its obviously seen that Jonathan uses the path-goal theory. He allows his subordinates to change duties time to time. This style helps subordinates to learn each functional area in produce department, increases their productivity. He set a goal to Stephanie to sell 10 bottles of truffle oil and if she achieves it, Jonathan will reward her with a $75 bonus.Jonathan is respected and well-liked, everyone wants to wor k for him, he created an environment and system that employees find both interesting and challenging Most employees want to work for Jonathan, as he often assigns his employees different duties each week so workers dont get bored. (Robbins & Judge, 12th Ed., p. 712). It can be seen that Alexs manager Dan doesnt use the path-goal theory. He doesnt interest in participating and supporting his subordinates. He doesnt set some goals to achieve subordinates. So, Dandoesnt change his behavior in any situation.CONCLUSIONTo complete my leadership scenario Id like to tell that the most effective and best managers are those who able to unite both motivational and leadership theories to accomplish goals of individual or organization and facilitate the employee performance. The case study A Question of Motivation shows that the most appropriate characters to these four theories of motivation and leadership are Stephanie and Jonathan. Stephanie uses Needs Goal Theory (Maslow) and Equity Theory of Motivation, she prospers in her job and very happy to be under Jonathan control. As for Jonathan, he uses Hershey Blanchard Life-Cycle Theory and Path-Goal Theory. We can see that because of Dans low level of leadership, Alex suffers and couldnt do anything. So Dan should learn a mussiness by observing Jonathan in order to improve and increase his leadership style and behavior.REFERENCES1) Certo, S. C., & Certo, S. T. (2012). _Modern Management Concepts and Skills._ Upper Saddle River, NJ Pearson Education, Inc.2) Maslow, A.H., 1943, A theory of tender Motivation, p. 372-396.3) Carrell, Michael R. and Dittrich, John E., 1978, Equity Theory The Recent Literature, Methodological Considerations, and New Directions, p. 202-208.