Roles,Leader & Motivation

Project managers use their experience in project management to start, manage, and finish projects in a variety of businesses.

Due to their broad skill sets, project managers are able to approach each assignment from a different perspective and with a strategic plan. Above all, they know how to use their project management expertise to help a company grow, learn, and change along with a project.

Skills of a Project Manager

Leadership and Effective Communication
Organization and Time Management
Creative Problem Solving and Adaptability
Motivation and Team Management

The Role of a Project Manager

Reference : PMI Book

Identifying project goals, needs, and scope
Planning, monitoring, and documenting tasks throughout a project
Ensuring all tasks, deliverables, and project materials are delivered promptly
Managing all resources necessary for project execution
Fostering effective communication with stakeholders concerning project status
Foreseeing and strategically eliminating blockers and potential risks
Documenting each step of the process using various project management tools
Ensuring top-quality results and success for a project

The 4E’s and 1P – Live with Jack Welch

The 4 Es and 1 P framework is put out by Jack Welch as a means of determining who should be on winning teams. Regardless of the organization’s level, the 4E-1P is applicable to all hiring decisions. Jack Welch defines a good candidate or high performance leader as someone who has Energy, can articulate a vision and inspire others to perform (Energizes), makes the tough decisions (Edge), has the skill to deliver (Executes) and passion for the job.

1 E – Positive Energy
2 E – Ability to energize others
3 E – Edge is all about courage to make tough yes or no decisions.
4 E – Execute refers to getting the job done
1 P – Passion means heartfelt, deep excitement for the work.

Motivational Theories

Maintaining team motivation requires understanding what drives each member of the group and assisting them in finding those things.

When it comes to management, theories are helpful and broadly relevant in determining what motivates people.

Maslow’s Hierarchy of Needs

According to the theory of motivation known as Maslow’s hierarchy of needs, an individual’s behavior is determined by five categories of human needs.

Abraham Maslow proposed a theory in 1943, which he subsequently published in his book in 1954. It came to be known as “Maslow’s hierarchy of needs”.

McGregor’s Theory X and Theory Y

In the 1960s, Douglas McGregor created this theory.

X : According to Theory X, a manager regards his staff as intrinsically lazy and continually looking for ways to avoid work. This notion leads to supervisors micromanaging their staff, which leads to distrust and stringent oversight. The Theory X manager is prone to blaming others for everything.

Y : Theory Y manager thinks that each employee is self-motivated and trustworthy. And that they can think for themselves, accept responsibility, and do effectively under the correct circumstances. This kind of thinking contributes to a pleasant work atmosphere. In such a setting, there will be open communication, less hierarchy, and collaborative decision making.

Herzberg’s Motivation-Hygiene Theory

In 1968, Frederick Herzberg created the Motivation-Hygiene theory, which asserts that the major source of motivation is the substance of a person’s employment. This contradicts the widely held idea that money is the fundamental motivator for individuals to work.

The two-factor motivation theory has become one of the most commonly used theoretical frameworks in job satisfaction research (Dion, 2006).

To Herzberg, motivators ensured job satisfaction, while a lack of hygiene factors spawned job dissatisfaction.

McClelland’s Need Theory

In the 1960s, American psychologist David McClelland established his theory of needs, often known as the Achievement Theory of Motivation.

According to McClelland’s thesis, everyone is motivated by one of three needs: achievement, affiliation, or power. Understanding what particularly motivates a person to finish a work may dramatically boost the probability that they will complete the assignment and do it successfully.

Achievement When you have a desire for achievement, you are driven to do the things you set out to do or that other people set out for you.

Affiliation If you have a desire for affiliation, it indicates that your connection with other people motivate you.

Power The desire for power indicates that you are motivated by authority and control. People who desire situations and relationships in which they may display their leadership and be the major decision-maker are motivated by power.

Expectancy Theory

Victor Vroom of Yale School of Management proposed this in 1964. This is based on the assumption that people choose certain behaviors depending on the expected outcome.

According to Expectancy theory theory, also known as expectancy theory of motivation, a person will act or behave in a particular manner because they are motivated to choose one course of action over another based on their expectations for the outcome of that course of action. Essentially, the desired result dictates the motive behind the behavior choices. by wikipedia

Expectancy (E) : Expectation results in desired performance.
Instrumentality (I) : Performance results to favorable Outcome
Valence (V) : Based on their requirements, objectives, and sources of motivation, this is the value that an individual sets on rewards.

Extrinsic vs Intrinsic motivation

Extrinsic motivation When we are driven to carry out an action or participate in a behavior because we hope to receive compensation or stay out of trouble, this is known as extrinsic motivation.You will act in a certain way because you anticipate receiving something in return or avoiding something unpleasant, not because you enjoy it or find it rewarding.

Intrinsic motivation When you act in a certain way because it fulfills you, it is known as intrinsic motivation. Rather than because of a desire for an outside reward, you are engaging in an activity for its own sake. The action is rewarding in and of itself.

https://wiki.p2pfoundation.net/Intrinsic_vs._Extrinsic_Motivation

Blake and Mouton’s Managerial Grid

The Managerial or Leadership Grid is used to assist managers in analyzing their own leadership styles through a process known as grid training. This is accomplished by providing a questionnaire that assists managers in determining their level of care for productivity ( production) and people.

Concern for Production (Task-Oriented) and Concern for People (Relationship-Oriented)

Situational leadership

The Hersey-Blanchard Situational Leadership Theory is a popular term for situational leadership theory, named for the authors who developed it, Dr. Paul Hersey, author of “The Situational Leader,” and Kenneth Blanchard, author of “One-Minute Manager.”

Reference : wikipedia

Leadership Styles

Telling (Directing – S1): This type of leadership involves the leader giving instructions on what has to be done and how.
Selling (Coaching – S2): Direction is given by leaders. To get support, however, they make an effort to sell their concepts.
Participating (Supporting S3): Instead of giving instructions, leaders give priority to relationships. They collaborate with the group and take turns making decisions.
Delegating (S4): The majority of the group’s responsibilities are assigned by leaders. They keep an eye on things but don’t participate as much in making decisions.

Maturity Levels

Low maturity (M1): People are sometimes reluctant to take on tasks because they lack the necessary information, abilities, or self-assurance to work alone.
Medium maturity, limited skills(M2): Sometimes people are afraid to take on new duties but willing to take even though because they don’t have the skills, confidence, or knowledge needed to work alone.
Medium maturity, higher skills but lacking confidence(M3):Individuals are ready and eager to complete the assignment. Despite having the necessary capabilities, they lack confidence in their own ability.
High maturity (M4): Individuals can complete the activity on their own and are confident in their capacity to do so successfully. They are capable and willing to not only do the work, but also to accept responsibility for it.

Readiness

R1 – Unable and Insecure or Unwilling
R2 – Unable but Confident and Willing
R3 – Able but Insecure or Unwilling
R4 – Able and Confident and Willing

Credit and Reference : https://en.wikipedia.org/wiki/Situational_leadership_theory

Development levels

D1 – Enthusiastic Beginner: Low competence with high commitment
D2 – Disillusioned Learner: Low/middling competence with low commitment
D3 – Capable but Cautious Performer: High competence with low/variable commitment
D4 – Self-reliant Achiever: High competence with high commitment