Leadership and Motivation Styles of James Winthrop

Coercive is more of a demanding and power based styles and usually isn’t used unless a leader is having issues with a problematic employee. Participative is a styles that involves the employee(s) in the process of decision making but assures that the ending results is up to him/her. Pacesetting is a style that is used by leaders who set high standards in performance, sometimes the leader will end up doing most of the work themselves. As this is a case of unwillingness of performing duties on the part of the SEES workers, first the rules have to be placed as well as expectations of each employee.

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I believe that participative styles would be the best in this situation. Opening the line of communication, for thoughts and suggestions could be the start of a more effectively ran department. Styles of leadership? Leaders should use Participative style should be used in places where immediate results are demanded and there is no time for mentoring. Like the above case where the employees are neglecting their duties. With this style the leader directs the followers on the ways of working and the expected results.

This is solely productive for routine jobs. Managers should SE the Pacesetting style, which is when high performance standards are set for employees. This is very effective when the employees are self-motivated and highly competent like research scientists or intensive care nurses. What intrinsic and extrinsic rewards could management provide to motivate and increase productivity in SEES employees? Intrinsic/elemental Rewards are obtained from within the individual. This could be an employee feelings good about a job they performed and taking pride in it.

Extrinsic/External Rewards are rewards given by another person, such as company bonuses, to motivate employees. Intrinsic rewards could be as simple as having a friendly attitude towards all around, doing a job in a diligent manner, doing your job without being told. Extrinsic rewards could be a bonus, a raise in pay, gift certificate, free merchandise from fellow organizations. How could perception, thinking, and behavioral characteristics influence the behavior of the SEES employees? How a person makes sense of situations around her or he can affect his or her attitude, attributes and behavior.

The series of actions taken in the process of perceiving includes noticing, selecting, and organizing information in order to act in response. Information is normally lost in this process which then makes the information known the person incomplete or not accurate. In the case of the SEES employees, knowing that even after performing their jobs, they are not receiving any type of motivation whether it be a word of appreciation from director, or employee involvement plans (like choosing employees of the week). Their salary is not an expected outcome, as they will be getting it even if they are not doing their duties perfectly.

What alternative methods could Mr.. Winthrop use to improve the communication between the director and the employees of the SEES department? Regardless of incentives, number one key to success is communication. If this is lacking between management and employees, critical issues could arise. This is why I would strongly suggest an Open Door Policy. Allowing employees to speak of their thoughts, feelings, suggestions, and complaints will show them that they matter, emphasizing that the open door policy will not cause repercussions.

Support and encourage team spirit, this will hopefully make the employees feel ore comfortable reaching out to their “boss”. Team Spirit: Getting the director to feel that this is his team and to build this team is his prime job. Provide the resources needed. Mr.. Winthrop can suggest the director of SEES to conduct weekly meetings, that way the director can listen to the issues employees have. This can help set the stage in building trust and finding ways of improvement from the employees end. References: Brandenburg, D. , (n. D. ). Leadership Styles ; Effects on the Workplace, owe.