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Leadership & Motivation - Coggle Diagram

- - - - Laissez-faire
        
        Willing to listen to all before making decsion
        
        Lack of instructions can make it hard for staff that prefer clear instructions
        
        Let staff make most decisions but only involved in important ones
        
        Persuade others through use of reasonable arguments and position
        
        Considerable trust in staffs ability so delegate power and responsibility
      - Autocratic
        
        Only give instructions, tends to be one way
        
        Use authority to get their ways, may resort to intimidation and fear to persuade
        
        Tend to ignore others during decision-making
        
        Unwilling to delegate power and responsibility to subordinates
        
        Have little trust or confidence in abilities of staff
      - Democratic
        
        Discuss with others before making a decision
        
        Listening to others and giving instructions
        
        Readily delegate authority
        
        Prefer to persuade others through reasonable & motivation than giving orders
        
        Have trust in ability of staff to work
- - - - McGregor's theory of motivation
        
        He believes managers can be split up into different groups X and Y
        
        Theory X believe employees are: Lazy and dislike work, Have no ambition or desire at work, dislike change and only motivated by money
        
        As a result, managers: Only offer financial incentives, closely supervise, avoid consulting with staff and threaten staff
        
        Theory Y believes employees: Enjoy work and can be trusted, have ambition, intelligence and imagination, are open to change and are motivated by more than money
        
        As a result, managers: provide interesting and challenging work, give staff freedom, consult regularly with staff and provide plenty of encouragement
      - Maslow's theory of motivation
        
        All human needs can be arranged in a hierarchy of their importance
        
        1.Self-actualism needs
        2.Esteem needs
        3.Social needs
        4.Safety needs
        5.Physical needs
        
        Provide meaningful and challenging work, further education/training and opportunities for promotion.
        
        Praise for work, rewards, bigger office, company car.
        
        Providing a friendly workplace, staff parties and outings, family friendly outings.
        4.Provide secure employment, freedom to join unions and health and safety.
        5.Providing adequate wages to cover cost of food, accommodation and transport.