Motivational & Influential Capacity

1. 10/DEC/2022
Motivational &
Influential Capacity
Topic: M-31: Motivational &
Influential Capacity

3. Learning Objectives
• Understanding the relationship between
leadership and motivation
• Motivation through a psychological framework
• Leadership theories/styles
• Participative leadership
• Qualities of successful leaders

4. Introduction
2 major influences affect how individuals perform:
1. The type of leadership that exists
2. Personal motivation
• Important to look at these two concepts as
interconnected and dependent on individual situations

5. Your Motivation:
Major influences affect how individuals perform:
1. The type of leadership that exists
2. Personal motivation

6. What is motivation?
“Motivation is defined as “the extent
to which persistent effort is directed
toward a goal”
L ATE

7. 1. Effort - must be defined in relation to its appropriateness
to the objectives being pursued.
2. Persistence - relates to the willingness of the individual to
stay with a task until it is complete
3. Direction - measured in terms of how persistent effort is
applied in relation to the goals being pursued
4. Goals - individual goals and organizational goals (must be
compatible)

8. Learning Objectives
• Understanding the relationship between
leadership and motivation
• Motivation through a psychological framework
• Leadership theories/styles
• Participative leadership
• Qualities of successful leaders

9. Extrinsic Motivation
- Factors in the external environment such as pay,
supervision, benefits, and job perks
Intrinsic Motivation
- Relationship between the worker and the task
Types of motivation

10. 1. Figure out what makes them tick (individual needs)
2. Give clear expectations
3. Consistent reinforcement and consequences
4. Healthy competition
5. Change out team members
5 Ways to Motivate a Team

11. Create a thought web linking current and future goals of the
organization to internal or external motivators
Example:
Goal: Increase sales by 10%
Motivators: Top seller receives financial bonus if goal is reached
(extrinsic)
Top seller gets to choose their next project (allowing seller to pursue
work-based interest would increase intrinsic motivation)
Activity 1 – Identifying Goals

12. Maslow’s Hierarchy of Needs:
 Physiological
 Safety
 Relationship
 Esteem
 Self-actualization
The more you move from basic to higher level needs, the more motivation
depends on internal factors Important that organizations present opportunities to
satisfy such needs
Needs-based Motivation

13. Alderfer’s ERG Theory:
Existence
Relatedness
Growth
Like Maslow’s Hierarchy in that it focuses on a differing levels of needs, which
are usually satisfied in order of importance
Unlike Maslow’s theory in that it allows for higher needs to be met before
lower-level needs under certain circumstances
Needs-basedMotivation

14. McClelland’s Theory of Needs:
Achievement
Affiliation
Power
Concerned with the behavioral consequences of need
Non-hierarchical
Needs-basedMotivation

15. These three theories present a useful approach for thinking
about organizational behavior
One is not inherently better than the other; The point is to
apply the concepts of internal/external motivation to
individual situations
Needs-based Motivation

16. Most goals fall within two categories:
1. Performance goal - individual is concerned with acquiring
favorable judgment from his or her peers, supervisors, or
authority figures (extrinsic)
2. Learning goal - individual uses feedback to increase his or her
competence (intrinsic)
Motivational Goals

17. In small groups, answer the following questions:
1. Whose needs are satisfied through my organization? (Owners,
employees, clients, etc.)
2. What are some needs of each group? (Relatedness? Achievement?)
3. What is the best way to address those needs to reach goals?
Activity 2 – Needs and Motivation

18. Once it is known what motivates people, leadership can be thought of in
relation to individual situations
Two main types of leaders:
Emergent (Evolving)
Assigned
Leadership

19. Rewards – the most effective type of reinforcement
E.g., Compliments, tangible benefits, etc.
Punishments – have minimal impact on behavior
E.g., Reprimands, withholding of raises, unfavorable task assignments, etc.
Leadership – Shaping Behavior

20. Directive - includes scheduling work, maintaining performance standards,
and letting subordinates know what is expected from them
Supportive - friendly, approachable, and concerned with pleasant
interpersonal relationships.
Participative – leaders will consult with their subordinates and consider
their opinions.
Achievement-oriented - encourages subordinates to exert higher efforts
and strive for a higher level of goal accomplishment.
Leadership Styles

21. Influencing Capacity

22. Leading Change
Agenda
• What does “Managing by Influence truly mean?”
• Tips to being an effective influencer
• 5 Influencing Styles
• 5 Steps to increasing your influence
• Exercise
• Leadership: Influencing & Engagement
• “Experiences” Exercise
• Questions

23. Managing by Influence
What does it mean to “Manage by Influence”?

24. Managing by Influence
Managing by Influence means….
Work influence is your ability to make a positive impact on
others (actions, decisions, or points of view). Peers,
employees, and leaders respect and seek out influential
professionals. The receiver determines your level of
influence. Real influence comes from impact, not status.

25. 5 Influencing styles
5 Styles:
1. Asserting – you insist that your ideas are heard and you
challenge the ideas of others
2. Convincing – you put forward your ideas and offer logical,
rational reasons to convince others of your point of view
3. Negotiating – you look for compromises and make concessions
to reach outcomes that satisfy your greater interest
4. Bridging – you build relationships and connect with others
through listening understanding and building coalitions
5. Inspiring – you advocate your position and encourage others
with a sense of shared purpose and exciting possibilities

26. 5 Influencing styles
What style is most
effective
and Why?

27. 5 Steps to increasing your influence
5 Steps:
1. Understand your influencing style:
• What’s your dominant style?
• Do you apply the same style to every situation or
individual?
• If you don’t know – take “The Influencer Style Assessment”
by VitalSmarts
2. Take stock of your situation:
• Who are your critical stakeholders you need to “win over”
• Understand the style that may work best with your
audience, i.e., if it is a CFO, use data/logic and expertise or
a peer, bridging or negotiating may be best
• Utilize the MIR model (Managing Interpersonal
Relationships)

28. 5 Steps to increasing your influence
3) Identify your gaps:
• Figure out where you are on solid ground – where are the
common “wins”
• What are the benefits – sell them
• Understand where you need to shift gears and use a
different approach
4) Develop:
• After you have identified the “gaps”, find a way to develop
your influencing style
• Could be an internal mentor (someone you have seen
exhibit those skills) or workshop
• Role play your “pitch”
• As you build your capability and confidence, move on to
higher-stakes scenarios

29. 5 Steps to increasing your influence
5) Practice:
• Start out with “low stakes” situations where you can test out your styles
• Target a person or situation where you’d like to achieve a certain outcome, think
through the influencing style that will work best in that situation, and give it a try.

30. Influencing without authority
When your title isn’t enough
Personal influence is an essential leadership skill
3 types of influencing tactics:
1) Logical appeal – taps into people’s reason and intellect. You present an argument
for the best choice of action based on the organizational benefits, personal
benefits or both. (objective, logical, factual and detailed evidence)
2) Emotional appeal – connects your message, goal or project to individuals goals
and / or values. Link your request to a clear and appealing vision the other person
can fully support
3) Cooperative appeal – builds a connection between you, the person you want to
influence and others, to get support for your proposal. Working together to
accomplish a mutually important goal.

31. Exercise
Bringing it all together:
• Consider a situation where you are trying to influence a situation /
person
• What is your natural style?
• Validate which style should be used – understanding the audience
and situation
• Plan your approach – i.e., what you are trying to influence / what
you can say or do in order to achieve your desired outcome?
• Pick a partner and role play – give feedback to each other

32. Leadership - Influencing & Engagement
As a leader, can you be both lovable and strong?
• Projecting warmth is the key to having influence Leaders
who rate low in “likability” have about a one in 2,000
chance of being regarded as effective
• Leaders who try to immediately project strength run the
risk of instilling a counterproductive fear in the very people
they want to inspire
• Without a foundation of trust, a company’s employees may
comply outwardly with the leader’s wishes, but they are
much less likely to comply privately – to adopt the values,
culture, and mission of the organization in a sincere lasting
way (which causes disengagement)
• What matters most, isn’t where someone ranks within the
company, but how well that person understands and
mobilizes the informal networks needed to effect change
Connect then lead

33. Leaders vs. Managers
Leader’s characteristics to influencing

34. Experience Says
Spend a few minutes thinking of……
What experiences you have had where a
leader, peer or direct report did a great
job influencing.
What did they do?