Leadership & Motivation by Heyits Z

znaoulia — 2024-06-10 14:25:51 UTC

I know laissez-faire to be one of the more common leadership styles. Laissez-faire is known for its minimal supervision, allowing employees autonomy in decision-making and task execution. This management style is hands-off. Meaning, managers provide resources and support but employed are not micromanaged in order to foster innovation and independence. However, the amount of freedom can cause stress and prefer implementing autocratic leadership. Laissez-faire has the potential for lack of accountability and direction. Without supervision, we create unclear goals for our employees, poor time management, inconsistent performance, and poor time management. This creates laziness and lack of initiative. It's proven more beneficial to support, guide, and lead employees.

znaoulia — 2024-06-10 15:22:22 UTC

It's important as a leader to establish trust, safety and cooperation within their organizations. A great leader prioritizes their team members well-being over their own. When leaders put everyone else's needs before their own in the workplace it can inspire, loyalty, commitment, and high performance. As a leader, it's important to have an understanding of the values, beliefs, and norms of those who shape the organization have an effect on the evolution and growth of a company as a whole, as well as an impact on the community and people it serves.

znaoulia — 2024-06-10 15:50:44 UTC

This video challenges the idea that lack of motivation stems from the results of an environment created by leadership instead of lack of motivation being an intrinsic problem. Leaders need to take into consideration the value an employee brings to the company, the need for an employee to be seen, and understood. Leaders who address these needs and actively listen can spark motivation and engagement among all their employees.

znaoulia — 2024-06-10 15:59:06 UTC

Equity Theory is fairness within the workplace. Motivation depends on a comparison to others. An employee compares her input and output to colleagues, someone at another firm, or a cousin in another state. If an employee feels she is putting more into a job than what he gets out of the job, relative to the referent, he will become demotivated, disgruntled, and even disruptive.