Leadership Motivation Achievement | Leadership  Approach

Leadership and motivation achievement

As a leader you have to be able to get the group and its individual members moving - or keep them moving - in the desired direction. This general ability to move and excite people to action in now called motivation.

The subjects of your motivation activity will be the team and the individual. By extension it will come to include the organization as well. In the general theory upon which this article is based you will not have to motivate people at work in the sense of supplying them with a motive. Both group and individual are already self-motivating. The group and organization are moved to achieve the task needs and to maintain themselves as social unities with a distinct identity. Managers are sometimes tempted to claim the credit for themselves after a success. If so, they are thinking of their own advancement.

As a leader, however, you should seize every opportunity to motivate people by recognizing their worth, services or contribution. Leaders play a vital part in promoting people.

That gives them a certain power to motivate ambitious and able subordinates. Of course, promotion is not a motivation force if it is not related to merit and performance. No one is going to work harder if advancement is reserved for the organization's "blue-eyes boys".

By stressing that ability and results are the necessary condition for promotion, you can create the right bracing atmosphere to motivate people to give their best. Therefore, if you examine closely all the factors which positively motivate people at work, you can see that good leadership plays an important part in all of them.

For some motivation achievement is the following of a set routine

Very often they also try to force this routine onto others. Having established a routine is an achievement and they fighting to maintain it – a game of cards or golf, meals at fixed times, a holiday out of town.

This style of achievement is seen in emphasis on discipline, punctuality, attendance and activity, which are ends in themselves and often submerge the end result.

The second style of achievement is the avoidance of trouble. People consider it an achievement if they are not caught, if they are able to duck the knife in a re-organization and staff reduction, if they are able to pass the buck. 

Membership of a community required work to attain a certain educational level and to maintain a standard of living. Idleness is an exception rather than the rule. A good leader can be a catalyst of motivation in the short term, but the best leader create the conditions for the term to motivate itself.

The charismatic leader that can be so effective in the short term. cannot necessarily sustain motivation indefinitely. Motivation is inherently intrinsic, residing within oneself.

The logic here is that if success is achievement, avoidance of failure is also almost an achievement. Those who take this approach fail to realize that achievement of success and avoidance of failure are two different things.

Human motives have their sources in the deeper needs and values within people. A need that becomes conscious is called a want. A leader can sometimes help the process by which needs are transformed into wants. He can also work with each individual to realize those wants in the context of the common task and the common life of group or organization. For motivation is not to be limited to the individual needs circle.

If motivation and job satisfaction are to be good, not just adequate or weak, each individual must have some thing more. Therefore, if one depends continually on another for their source of motivation, eventually it ends.