Motivation and Team Building
In the book Primal Leadership, authors David Goleman, Richard Boyatzis, and Annie McKee (2001) present their research on leadership styles within the organisational structure. Emotional Intelligence relies upon the fact the leader will be able to have a competent level of interaction with the employee by changing leadership styles and adapting to each unique situation throughout the time at work. It reflects successful leadership by allowing for complex relationships for team members by recognizing relationship building, capacity of visions and personal development.
Emotional Intelligence for a leader means being able to read people, be read and allow for open dialogue. Motivation Motivation can be a complex issue for a leader to face when managing a team of different personalities. Many different things motivate people and influence their behaviours while performing a task. A good leader will work to understand what motivates each individual on the team. This brought up the issue of needs and how to get them met by the situation.
Maslow’s Theory of Needs, suggested that individuals have a range of needs and will be motivated to fulfil whichever was the greatest need at that moment in time. In this construct, there are lower-order and higher-order needs (See Figure 1.
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Lower-order needs includes items like making a living for food and shelter while higher-order needs were more in tune with personality such as esteem and worth. A team leader will understand how his or her team members perceive themselves within the team and what needs were important to each member. This will lead to them offering the team ways to make work interesting and challenging while encouraging members to take ownership of tasks. This encourages the pursuit of goals. In order to increase production and motivate employees, it is a good idea to create an incentive program or means of recognizing a job well done.
This will further motivate team members to work hard toward not only meeting the lower-order needs but also achieving higher-order needs. Once an employee is acknowledged, a higher level of pride and respect was achieved. This inspires them to take advantage of new learning opportunities and lead within the team. Team Building For managers who put his or her people first; they are more focused on nurturing and training. Research suggests leaders were more interested in mentoring and training their team rather than focusing on output of numbers or turn around time.
This development in team building allows for “providing people opportunities to learn from their work rather than taking them away from their work to learn” (Hughes 2004, p. 4). A healthy culture inspires options and the innovations that grow out of creativity. Still one could not ignore times of fear. Management sometimes creates fear on purpose or misused it to work employees harder. This does not create positive outcomes but promoted conflict and an unstable team. It is clear for management to be successful; it must communicate its vision but also create positive reinforcement (See Figure 2.in the Appendices Section. ).
Once key members understand people’s needs, then action could be taken to improve management’s role. Only then would a leader be taken seriously. Recognizing positive traits in a team member built trust, integrity and also met an important need while building a team. Strong relationships at work are key to retaining an organisation’s workforce. Most individuals want and need colleagues to think, work and create with them. Research displays that co-worker support and acknowledgment was a key factor to retaining talent (Kreisman 2002, p.22).
If fact studies found that many employees rely upon the work place for social interactions and friendships to blossom (Yu 2001, p. 14). It is found these employees place high value on affiliation. With this in mind, the correlation between strong team building and influencing production could be seen and realized. It is important to see the relationship as a key to not only retention but also motivation inspiration of employees. With these elements in place, longevity is realised (Kreisman 2002, p. 22).