Relationship between Motivational leadership and culture

Relationship between Motivational malarkyership and subtletyIntroductionThe link between Motivation, Leadership and the advert and appropriateness of American culture oriented discip boundary systems and the Pakistani pagan context investigated.Motivation in the disciplineplace holds a direct link to the leaders within organisation. In the in advance(p) age work has become the focus of our live. Work is the place where most of us find much of our sense of identity. It is hard today for many of us separate our work from the rest of our lives. We spend much of our time at work or in work related social and leisure activities. within this work environment, at its core we can find Motivation, Leadership and culture. The way in which these three issues combine has a defining learn on how we lead our lives.One of the major problems of leading today is that of understanding what motivates mass. In order to be able to influence people it is necessary to understand what moves people .However, by examine pauperization insight is found, drawing useful generalization, in all of which go away make the surgical procedure of leading other that to a greater extent than effective. For many years the Pakistani business, gentility and cultural environment has been influenced by American business, education and culture. Cleargonr understanding of how successful this cross-cultural mixes has been need investigation to judge its success.Motivation is closely coupled to leaders with bug out motivation it could be argued that there is no leadership. The leadership style impart naturally relate to the national culture of the country being investigated to lead efficaciously and motivate people in a suitable way. Pakistan as a developing country is ready to accept many horse opera ideas and if appropriate presented occidental cultural education programme. This oration aims to study how to don an American cultural education programme with western structure to the P akistan cultural business environment.The all- substantial(a) of cultural influence on the leadership style and motivation has been enquiryed. The differences between Pakistan and American culture within this context will go through been investigated.Assessment of the following areas will be madeThe effect of leadership on motivation.The cultural impact on leadership style.The differences between American and Pakistani culture.The best way to apply an American cultural education programme within the Pakistani cultural context.Background and Academic ContextMotivationMotivation is a basic conception in human behaviour and as well as in employee behaviour. Motivation is unmatched of the key drivers of high performance as it encourages individuals to work hard, and desire to achieve a higher goal and a better performance. According to Mitchell (1982) motivation is psychological process that cause encouragement, direction and insistence of voluntary actions that are goal oriented . Robbins (1993) shares the identical view, that motivation is the willingness to exercise high levels of ride towards organization goals and to satisfy individual needs. McKenna (2002, p.8) explains motivation as an emotion, which is take(prenominal) in nature, and comes from within the individual. Robbins (1993) also describes that it is the individual needs that make the outcomes to be attractive and unsatisfied needs will create tension to stimulate drives within the individual and this is called motivation process.LeadershipLeadership is delimit as a social influence, process in which the leader seeks the voluntary participation of subordinates in an effort to reach organisational goals. There are many ship canal of looking at leadership and many interpretations of its meaning, it is therefore difficult to generalise about leadership (Mullins, 2002). However a definition from the 1990s said, Leadership is an influence parityship between leaders and followers who intend re al changes that reflect their mutual purposes (Rost, 1991). Mullins also submitted that leadership is essentially a human relationship through which one person influences the behaviour or actions of other people (Mullins, 2002). assimilation on the other hand, has the culture brought about by a nationsculture such as language, religion, customs, traditions, norms of behaviour, beliefs, business ethics etc. For a successful globalisation, though organization culture plays an important part, it cannot over-ride the national culture. Any successful operation will succumb much attention to the national culture in formulating its organization culture for that country.Leadership is the ability to lead, including inspiring others in a shared vision. Leaders have clear visions and they communicate these visions to their employees. Leadership has been a nipic of interest to historians and philosophers, but scarce around the turn of the century did scientific studies begin. Since that ti me, scientists and other writers have offered more than 350 definitions of the term leadership (Daft, 1999). Defining leadership has been a complex problem because the nature of leadership itself is complex. In recent years, however, much progress has been made in understanding the essential nature of leadership as a real influence in organizations and societies (Northouse, 2001).It is worth reweaving the first conceptions of leadership the trait and the behavioural access code as one can learn from these former approaches in order to construct a new approach best fitting to the current frugal situation.Leadership is related to motivation, interpersonal behaviour, culture and the process of communication. Di Cesar Sadri (2003) explains the dimensions of cultural impact on employee motivation, stating while the principle of leadership, motivation, and decision making may be relevant almost everywhere, their success or failure depends heavily on ways in which managers adapt to the local culture and work situation (cited in Di Cesar Sadri 2003, p.30).Culture can be defined as Symbols, language, ideologies, rituals, and myths (Pettegrew, 1979), or it can be said that it is a product is historical is establish upon symbols and is an abstraction from behaviour and the products of behaviour (Jongeward, 1979) or the famous definition by Edgar Schein a pattern of basic assumptions- invented, discovered, or developed by a given group as it learns to know with the problems of away adaptation and internal integration- that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.(Schein, 1985).Leadership can be defined below misfortune Theories of LeadershipLeadership is all about the way people are guided, involved and support through the completion of a task or activity. There are many styles of leadership and every leader will have their own personal views why their style is the best method for them. All forms of leadership are individualistic and can be categorised into four different styles Democratic, Paternalistic, Authoritarian (dictatorial) and Laissez-faire. adventure Theories un resembling entitle Theories are primarily concerned with the factor that leaders are assumed their style can be varied at will. Style Theories simply assumes that there is a single leadership style that is suitable for all situations. Contingency Theories therefore assume that it is the situation itself which makes one style more appropriate than another. A Contingency possible action therefore is a scheme that has to be suitable for the conditions in which leadership is to be exercised.An Outline of the Three Contingency Theories of LeadershipFiedlers Contingency TheoryThis theory is also referred to as the LPC, which stands for the Least Preferred Co-Worker. This is the subordinate that a supervisor was least able to work with success abun danty on a previous occasion. Fiedlers Theory is based upon his view that the most appropriate leadership style (which results in high task performance by workgroups) is denoted by the preferred behavioural style of the leader within the contextual circumstances in which the group operates. Basically if the leaders style is positive towards the workgroups thence workers will work to a maximum output.The Path goal Theory of LeadershipThe Path goal theory is closely linked with Vrooms Expectancy Theory where the motivation for people to perform an activity is functional with two connected factors. These factors are expectancy and valence and are defined below. Expectancy is about a person believing that his/her good/positive performance will lead to specific identifiable results. i.e. if this individual performs to his/her highest ability and this is shown and recognised then expectancy will lead to positive results. Valence is to what extent this individual values these results i.e . valuing the results that he/she is expecting from the work carried out.The Hersey and Blanchard Contingency ApproachAlso named the situational leadership model theory this theory derived by Hersey and Blanchard argues that a managers style should alter according to the readiness of followers to narrow responsibility for directing their own actions. The term readiness is used to wring task-related readiness and psychological readiness.Task-related readiness shows whether subordinated have the necessary skills, knowledge and abilities to undertake a job without the leader having to plan, structure and direct their efforts. Psychological readiness is linked to the leaders subordinates characteristics such as self-motivation and pride in their work, which in turn may instil them to accept responsibilities.Key factors of successful contingency leadership theories Adapting to external surroundings and understand the people who you are leading what is the way in which they want to be lead? What do these people want in conk for task completion, Remuneration, praise and promotion. Incorporating a motivational theme throughout the business is a key issue for task completion and for workers to ingest the expectancy theory. (in reference to Vrooms Expectancy Theory) Contingency Theories are not Leadership Styles.CultureCulture is the acquired knowledge people use to interpret experience and generate behaviour (Spradley, 1980) take from Social Responsibility in the Market Fair Trade of cultural products by (Littrell and Dickson, 1999). Culture encompasses a groups ideology, as well as its normative behaviours and its physical environment, artefacts and technology. As applied to business, the study of organisational culture offers insights into a firms unique character. Organisational culture evolves as a group learns to solve problems and conduct business (Schein, 1985). Often initiated by a strong founder, a firms culture perpetuates itself through the telling of company stories, daily rituals, hiring practices, training, rewards, and marketing decisions (Kotter and Heskett, 1992).According to (Rugman and Hod inducets, 2000) Organisational culture that people use to interpret experience and to generate social behaviour. Members of a group, organisation, or society share culture. Through culture we form values and attitudes that shape our individual and group behaviour. Culture is larn through both education and experience. Culture is also passed from one generation to another, so it is enduring. At the same time cultures constantly undergo change as people adapt to new environments.Having looked at culture in western countries, the attention will focus now specifically on Eastern (Pakistan) culture, its relationship with leadership and identify which international attitudes it is most closely associated with.From last past years true characteristics have become influential in shaping Pakistani culture. Among the important cultural characte ristics of Pakistan are vast differences in socio-economic status at the both societal and organisational level, and the influence of nationalism and secularism in transforming society into a western societal structure.The Quaid-e-Azam whos known as the founder of Pakistan was one of them who received a western influenced education and was consequently greatly inclined to European culture and institutions. Pakistan stands out as being different from Asian countries. Despite the fact that 99 percent of the Pakistani population is Muslims, the Pakistani state is secular. The ideology of Pakistan is based on principle of religion and state. In other words the state is independent of religious rules and is run by secular rules.Generally, externally characteristics serve as an important power base for leaders. Leaders power is a manifestation of feudal links and has strong roots in Pakistani culture, in that leaders are expected to promote patronage relationships with their followers.Obj ectiveIn view of this the objective of this dissertation is to undertake a critical evaluation of the impact of leadership on motivating the workforce within different cultures or contexts where different cultures exist. Expanding on this key objective, attention is focused on a number of distinct areas likeA suss out of the literatures dealing with motivation to establish whether or not there is strong relationship between motivation and effective leadership.A review of the literatures to establish whether or not there is strong relationship between effective leadership and culture.An assessment of leadership within different cultural context.To respect the extent to which American principles advocated in the leadership and motivation literatures will encounter cultural resistance when introduced to the Pakistani context.In what ways will the principles of motivation and leadership need to be modified and what will be the implications for management style.Research MethodThe resea rch for this dissertation (proposal of marriage) started with review of relevant books, research and articles.First effort was directed towards establishing what research has been published in the chosen area and then other research that might currently be in the progress has been identified. This process that is called Critical reviewing helped to develop knowledge on this subject and also assisted in clarifying research.MethodsThe references used within this dissertation proposal (Relationship between leadership, motivation and culture) are not an extensive list and the common of them are drawn from American or British journals publishing on the topic of leadership, motivation and culture. moreover qualitative research is a systematic method of post-mortem, which follows a logical in depth method problem solving conflicting in certain directions (Thomas and Nelson, 2001). With qualitative research a hypothesis is often not given at the beginning of research studies instead prospec tive are explored as the entropy unfold.Although the research aimed to put it in sincere effort to make this research as genuine and possible, one must accept that limitations remain as they constantly do in all human activities. The geographical distance between, the West (US UK) and East (Pakistan) is off course one of the major hindrances, and the limitation of time is another. fiscal resources put another limitation, which might not allow the researcher to go all out for the purpose of data collection. Furthermore, all previous studies on the area, although none concerning developing countries such as Pakistan, focused on leadership style. This research can help to develop better strategic plans, such strategic plans for research question.In order to achieve the objectives the literature available with the Anglia Ruskin University will be studied and analysed along with the academic literature included Anglia Ruskin University Library, mainly academic journals, which are clos ely related to research topic, including Harvard Business review, HR development International, HRM journals, Journal of Management studies and primarily academic books, including HRM, SHRM, IHRM, employee relation, international management, psychological and sociological contract etc and CIPD each week magazine, general magazine, economist etc. Different resource of information provided by the university portal will be accessed and used like Emerald Database, Thomson Gale, and Ebsco etc.Time lineResearch will be started in the third week of August 2010,The period of the whole research will be six months. The following timeline is based on my current course schedule.Description of the activityStart DateEnd DateDraft Dissertation ProposalSubmission of Dissertation Proposal23rd Aug 2010Literature StudyResearch DesignAnalyses your designCollect and Analyse collect date as per researchWriting dissertationFinalizing the dissertation and necessary editing and correctionSubmission of diss ertation6th Jan2011Aim of studyMotivation in the workplace holds a direct link to the leadership within organisation. In the modern age work has become the focus of our live. Work is the place where most of us find much our sense of full meaning. It is hard today for many of us separate our work from the rest of our lives. We spend much of our time at work or in work related social and leisure activities.Within this work environment, at its core we can find Motivation, Leadership and culture. The way in which these three issues combine has a defining influence on how we lead our lives.Leadership now days face some serious problems in determining and understanding the factors which are the motivational factors for people and similarly to get maximum possible one need to determine these factors beforehand.However, by studying motivation insight is found, drawing useful generalization, all of which will make the process of leading other that more effective. For many years the Pakistani business, education and cultural environment has been influenced by American business, education and culture. But a clearer understanding of how successful these cross cultural mix has been needs investigation to judge its success. In this work it will be deluxe what motivates people as well as how leadership gives direction, drawing on cultural factors.Most commonly family leadership occurs in business enterprises even in bighearted companies in almost in a similar way in both regions but more common in Asia primarily express with respect to cultural differences giving importance.Li Ka-shing of the Hong Kong-based Hutchison Whampoa and Cheung Kong holding group, for example, has decided to give the leadership of his firms to his two sons these companies were run by him very closely, whereas in America if a company is being established and founded by a certain elder of the family of a largest firm will be holding the position but it is only if he has founded it and been establis hing it. Boards and administrators in America enjoy little freedom of action as compared to Asia.In America board of directors are mainly the authority to set back professional managers, they are either replaced or they get retired so they are replaced by other professional managers. Good companies train their own staff for future(a) recruitment and they recruit and give priority to internal staff and chose their next chief executive from among themselves. On average a CEO will own less than 4 percent of its companys shares and would have served for at least thirty years with his company. There are certain companies who get publicity and try to over project than they actually are who hire executive from the external market without any experience. Then these CEOs strive to win and they think that money is not that important but professional achievement is all what they are after actually they are in a very highly competitive market.During the last ten-spot in America its hard to get credit due to enormous inflation of top executives compensation packages.Many large companies in America receives their righteousness capital from capital market which is why they are mostly inclined and attentive towards Wall highroad compared to Asian in common. Which is why Wall Street has definite expectations from the board of executives in terms of behaviour and performance and also whoever the next successor is too. It is the main reason that executive members of the board of directors get less chance to act freely in America rather than in Asia.In Asia, Siblings usually gets the succession. In Lis case, his two sons will receive it from him whereas Chief executive officer of General Electric is being groomed with a talent machine which is developed by Jack Welch.American firms are much more on advance stage than as of Asian firms, theyTo a significant degree, they have passed from founders family leadership to professional management and to capital obtained from the c apital markets (rather than obtained from government-directly or indirectly-or from family fortunes). In this transition they have adopted particular styles of leadership responsive to boards (often led by outside directors) and to Wall Street.It is possible, but not certain, that Asian firms will also adopt this kind of important practice.Business Executives in Asia thinks its vital for them and their businesses to have connections with the ruling party or whoever is in the government offices, and in America its not that important to have such connections while in Asia it is the basic characteristics of executives and they think its also very important for their businesses. In America, Mostly business Executives even dont get the privilege to have any direct contact with top politicians and simply business is treated as business and executives dont even try to collaborate with top politicians and always keep the government on a certain distance and business is conducted by business people and experts. Still there are people in America who do involve and keep close ties with political guns so that to gain profitable margins but that wouldnt be on a large scale as of Asia and simply would be an exception.