SMPSVCCU003 v2013 QCCI

Motivation
Session 3
Service Culture
Objectives
•Explain why motivation is a

key component of leadership
•Evaluate one’s personal
motivation
•Determine how to improve
one’s current motivation in
order to develop competent
leadership
Introduction
This module defines motivation as a set of

conditions that prompt change even as they are
developed individually.
It was designed to equip students with a paradigm

for personal development and build in them a
desire to meet the demands and requirements for
success.
Motivation
What it is:
A basic system that prompt us to keep going
towards expected or aspired ends
Some Theories:
• Two-Factor Theory
• Goal-Setting
• Drive
• Acquired Needs
Theories of Motivation
Two-Factor Theory (Frederick Herzberg)

• Assumes that certain factors result in
satisfaction but their absence may not lead to
dissatisfaction
 Intrinsic motivation – value-based rewards,
driven by interest or enjoyment in the task
itself, a person’s motivation being based on
taking pleasure in the activity itself and not
its rewards (example: hobbies)
Two-Factor Theory (Frederick Herzberg)
• Extrinsic motivation – based on the

performance of an activity in order to attain
an outcome (example: work)
Goal-Setting Theory (Edwin Locke)

• Assumes that “goal setting” is linked to task
performance and that, specific and challenging
goals, along with appropriate feedback, leads to
higher and better task performance.
 Goals indicate and give direction to an
individual about what needs to be done and
how much effort is required to be put in to
achieve a given task or goal
Drive Theory
• Based on the principle that organisms are born

with certain psychological needs, that these
needs prod organisms to action in order to attain
them, and that drives are lessened when the
needs are met
Drive Theory
• A negative state of tension is created when the

needs are not satisfied; anxiety builds along with
other negative emotions.
• States that when needs are met and a drive is

reduced, the organism returns to a state of
relaxation or calm
Acquired Needs (David McClelland)
• Assumes that we have needs that are formulated

over time based on our experiences
• Types of motivational needs:

• Achievement
• Authority
• Affiliation
Acquired Needs (David McClelland)
• Focused on achievement
• It postulated that only a few people have

achievement motivations and that people with
stronger achievement needs make better
leaders
Leadership and Motivation
Management and Leadership Conflict
Management is the act of getting people together

to accomplish desired goals and objectives; the
human action of designing or facilitating systems
or organizations—a formal role.
Management and Leadership Conflict
Leadership is considered a value that defines

performance direction.
It is also a competency.
It is assumed that the right kind of leadership

results in concentrated effort towards the
achievement of actual performance excellence.
Leader-Manager
Between the roles is TRUST:
The biggest factor that differentiates one from the

other is the loyalty and following afforded by staff.
There is an unspoken layer of trust.
Leader-Manager
Followers are often driven by loyalty through the

practice of “free will”. Staff or subordinates are often
driven by a certain measure of fear.
Followership is looked upon as a phenomenon

resulting from recognized motivations.
A Leader’s Role in Motivation
Motivation
is a leader’s primary function.
Application
Lessons in Motivation
1. Motivation is personal - A good leader takes the

time to learn what motivates each individual
2. The effect of fear and other external “motivators”

(including bonuses) is likely to diminish over time
3. Fear is negative and exhausting

Application
4.People’s motivation often lines up with their

strengths – Keep an eye on people’s strengths
5.People need clear goals and expectations, and

consistent communication to remain motivated
6.Motivation is different from manipulation

Application
7.People often say money is what motivates them,

however, it usually isn’t the money itself, but rather
what the money brings that really motivates them
8.Never assume everyone likes public recognition
9.While group motivation is certainly possible, and

teamwork has its own desirable dynamics,
ultimately motivation comes from inside each
person
Notes
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Motivation

•Explain why motivation is a

This module defines motivation as a set of

It was designed to equip students with a paradigm

Two-Factor Theory (Frederick Herzberg)

Two-Factor Theory (Frederick Herzberg)

• Extrinsic motivation – based on the

Goal-Setting Theory (Edwin Locke)

• Based on the principle that organisms are born

• A negative state of tension is created when the

• States that when needs are met and a drive is

Acquired Needs (David McClelland)

• Assumes that we have needs that are formulated

• Types of motivational needs:

Acquired Needs (David McClelland)

• It postulated that only a few people have

Management and Leadership Conflict

Management is the act of getting people together

Management and Leadership Conflict

Leadership is considered a value that defines

It is assumed that the right kind of leadership

Between the roles is TRUST:

The biggest factor that differentiates one from the

Followers are often driven by loyalty through the

Followership is looked upon as a phenomenon

1. Motivation is personal - A good leader takes the

2. The effect of fear and other external “motivators”

3. Fear is negative and exhausting

4.People’s motivation often lines up with their

5.People need clear goals and expectations, and

6.Motivation is different from manipulation

7.People often say money is what motivates them,

8.Never assume everyone likes public recognition

9.While group motivation is certainly possible, and

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