Motivational ideas or theories about management
The five fundamental tasks of a transformational leader
If you are to become a transformational leader, these five tasks need to become the way you do things, the way you think, the way you approach things. Your personal leadership model.
1. Define reality.
2. Articulate the vision.
3. Create alignment.
4. Become a servant.
5. Say “thank you.”
Shifting the ‘Locus of Control’
The “locus of control” is determined by the extent to which people believe they control their success or performance. Employees who believe that they control their future (internals) have an internal locus of control and are generally happier, more empowered, and more productive than those who attribute their success or performance to fate or their surroundings (externals). As a result, internals are more satisfied with their work and perform better than externals. You can find out whether an employee is an internal or external by simply asking “What’s been responsible for your success/performance?”
Increasing Emotional Intelligence
Employees with a tendency to easily experience unpleasant emotions like anxiety, depression and despair have lower emotional intelligence (the emotional quotient, or EQ) and will react far more negatively to stress. Because their EQ levels are lower, their ability to connect, understand and influence others is severely impaired.
Self-efficacy is the trait responsible for how likely we are to succeed with current goals and tasks, or take on a challenging assignment or write it off as impossible. (How likely we are to adhere to a diet or workout program is dictated by our self-efficacy.)
Self-esteem is the approval we have of ourselves and the extent to which we see ourselves as capable, significant, successful and worthy. It is the most essential of the CSE domains since workers with low self-esteem are often unproductive because they are indecisive, fear making mistakes and strive for perfection which leads to frustration when it isn’t attained.
Expectancy Theory in Five Simple Steps
1. Define the expectations
2. Make the work valuable
3. Make the work doable
4. Give regular feedback
5. Reward employees when they meet expectations
Communication is a huge subject and is more than can be covered in this course. The following points are but a brief overview of how to achieve effective communication in the professional environment: Be brief and clear. Lengthy descriptions and explanations add detail and can help us look impressive, but stop. For understanding, there is no better way to serve the organization than to communicate brief and clear messages. Managers do well to speak and write clearly and not too much. Be professional. A self-controlled and businesslike demeanor is the hallmark of professionalism and is reflected in efficient, purposeful, and unemotional communication. As managers, we can violate this by including anger, frustration, smugness, glee, distaste, or panic in our communications. Be correctly understood. The sender will always understand more about the transmitted message than the receiver. Communications are better when reviewed and refined so they fit the purpose and intended effect as closely as possible. We often practice this skill on the spot by “choosing our words” or refraining from speaking at all! Written communication, though, such as email or social media, is more enduring and requires more deliberate effort to avoid confusion or adverse reactions. Communicate for a purpose. Managers generally have too much to do in the time available. For that reason, a manager should ask before sending communications of any kind (spoken, written): Do we need this communication? What purpose will it serve? These questions may also help prioritize communications.