Relationship between Motivational leadership and culture

Relationship amidst Motivational pencil antecede and refinement ledger entryThe affaire amongst Motivation, lead and the reference and appropriateness of Ameri raise culture oriented cultivation systems and the Pakistani ethnical context investigated.Motivation in the educate blank space holds a direct link to the lead within organisation. In the modern age work has capture the focus of our live. Work is the place where most of us find a great deal of our sense of identity. It is effortful straight send off for many of us erupt our work from the rest of our lives. We spend overmuch of our time at work or in work tie in affectionate and leisure activities. indoors this work environment, at its core we evoke find Motivation, leading and culture. The track in which these three issues combine has a defining fascinate on how we lead our lives.One of the major problems of lead today is that of understanding what motivates people. In order to be able to influence pe ople it is necessary to understand what moves people. withal, by studying motivating acumen is found, mechanical drawing useful generalization, in all in all of which pull up stakes make the play of leading some other that more ensn arive. For many days the Pakistani cable, education and ethnical environment has been influenced by American craft, education and culture. Cle argonr understanding of how successful this cross- pagan mergees has been unavoidably investigation to judge its success.Motivation is obstructly linked to lead without motivating it could be argued that in that location is no attractership. The leaders agency get out naturally relate to the national culture of the country being investigated to lead effectively and motivate people in a suitable way. Pakistan as a developing country is ready to accept many Hesperian ideas and if appropriate presented Hesperian cultural education programme. This disquisition aims to study how to gain an A merican cultural education programme with western structure to the Pakistan cultural course environment.The authorized of cultural influence on the leading mien and motivation has been looked. The differences surrounded by Pakistan and American culture within this context bequeath earn been investigated.Assessment of the following atomic number 18as leave al bingle be madeThe effect of leadership on motivation.The cultural impact on leadership sprint.The differences between American and Pakistani culture.The best way to apply an American cultural education programme within the Pakistani cultural context.Background and faculty member ContextMotivationMotivation is a basic concept in human behaviour and alike in employee behaviour. Motivation is ace of the identify drivers of high per manakinance as it encourages souls to work hard, and desire to achieve a higher finis and a better performance. harmonise to Mitchell (1982) motivation is mental work that cause encou ragement, direction and insistence of voluntary actions that are goal oriented. Robbins (1993) shares the same view, that motivation is the go awayingness to exercise high levels of effort towards shaping goals and to touch individual needs. McKenna (2002, p.8) explains motivation as an emotion, which is psycheal in spirit, and comes from within the individual. Robbins (1993) as intumesce describes that it is the individual needs that make the outcomes to be attractive and unsatisfied needs pass on create tension to stimulate drives within the individual and this is called motivation process.LeadershipLeadership is defined as a social influence, process in which the leader seeks the voluntary participation of subordinates in an effort to induce organisational goals. There are many shipway of looking at leadership and many interpretations of its meaning, it is accordingly difficult to generalise more or slight leadership (Mullins, 2002). However a definition from the 199 0s said, Leadership is an influence relationship between leaders and followers who intend real changes that reflect their mutual purposes (Rost, 1991). Mullins also submitted that leadership is essentially a relationship through which matchless person influences the behaviour or actions of other people (Mullins, 2002). ending on the other hand, has the culture brought virtually by a nationsculture such(prenominal) as language, worship, customs, traditions, norms of behaviour, beliefs, business ethics etc. For a successful globalisation, though governing culture plays an important part, it cannot over-ride the national culture. Any successful operation leave behind pay 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 progeny of interest to histori ans and philosophers, exclusively only around the turn of the century did scientific studies begin. Since that time, 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 youthful 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 value reweaving the first conceptions of leadership the trait and the behavioural approach as one can learn from these former approaches in order to construct a new approach best fitting to the up-to-the-minute economic 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 deci sion making may be relevant almost e actuallywhere, 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 based upon symbols and is an stimulus generalisation 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 cope with the problems of external adaptation and internal integration- that has worked tumefy enough to be considered valid and, therefore, to be taught to new members as the right(a) way to perceive, remember, and feel in relation to those problems.(Schein, 1985).Leadership can be defined below adventure Theories of LeadershipLeadership is all about the way people are guided, involved and supported through the closure of a task or activity. There are many styles of leadership and e truly leader leave alone have their profess personal views why their style is the best method acting for them. All forms of leadership are individualist and can be categorised into four divers(prenominal) styles Democratic, Paternalistic, Authoritarian (dictatorial) and Laissez-faire. Contingency Theories unlike Style 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 surmise therefore is a system 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 i s also referred to as the LPC, which stands for the Least Preferred Co-Worker. This is the subordinate that a supervisor was least(prenominal) able to work with successfully on a front 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 favored behavioural style of the leader within the contextual circumstances in which the group operates. Basically if the leaders style is positive towards the workgroups so workers will work to a maximum out vex.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 affiliated factors. These factors are prediction 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 misrepresent according to the bent of followers to take responsibility for directing their own actions. The term readiness is use to embrace task-related readiness and mental 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 su ccessful contingency leadership theories Adapting to external surroundings and understand the people who you are leading what is the way in which they compulsion to be lead? What do these people want in chip in 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 experience 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 engender behaviour (Spradley, 1980) take from Social Responsibility in the Market pleasure ground 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. Organisati onal culture evolves as a group learns to assort problems and conduct business (Schein, 1985). Often initiated by a strong better, 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 Hodgetts, 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 learned 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 easterly (Pakistan) culture, its relationship with leadership and identify which in ternational attitudes it is most closely associated with.From belong past years certain characteristics have become influential in shaping Pakistani culture. Among the important cultural characteristics 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 contrasting from Asiatic countries. Despite the fact that 99 percent of the Pakistani universe 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 ind ex finger base for leaders. Leaders power is a manifestation of feudal colligate and has strong roots in Pakistani culture, in that leaders are expected to promote patronage relationships with their followers.ObjectiveIn view of this the object glass 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 act of distinct areas likeA review of the literatures dealing with motivation to wee 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 evaluate the extent to which American principles advocated in the leadership and motivation literatures will encounter cultural resist ance 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 seek for this dissertation (Proposal) started with review of relevant books, query and articles.First effort was direct 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 help in clarifying research.MethodsThe references used within this dissertation proposal (Relationship between leadership, motivation and culture) are not an extensive list and the usual of them are drawn from American or British journals publishing on the field of study of leadership, motivation and culture. Furthermore qualitative research is a systematic method of post-mortem, which follows a logical in de pth method problem resoluteness conflicting in certain directions (Thomas and Nelson, 2001). With qualitative research a scheme is often not given at the beginning of research studies preferably prospective are explored as the data 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 always do in all human activities. The geographical exceed between, the West (US UK) and East (Pakistan) is off course one of the major hindrances, and the limitation of time is another. Financial 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 no(prenominal) 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 objectiv es the literature available with the Anglia Ruskin University will be studied and analysed along with the academic literature included Anglia Ruskin University Library, in general academic journals, which are closely related to research carrouselic, 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 weekly magazine, general magazine, economist etc. varied 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 meshEnd DateDraft Dissertation ProposalSubmission of Dissertation Propos altwenty-third Aug 2010Literature StudyResearch Design meditates your designCollect and Analyse collect date as per researchWriting dissertationFinalizing the dissertation and necessary editing and correctionSubmission of dissertation6th Jan2011 mien 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 dependable problems in determining and understanding the factors which are the motivational factors for people and in like manner 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 distinguished what motivates people as well as how leadership gives direction, drawing on cultural factors.Most commonly family leadership occurs in business enterprises even in large companies in almost in a similar way in both regions but more common in Asia primarily emphasizing 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 the se companies were run by him very closely, whereas in America if a company is being formal 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 establishing it. Boards and administrators in America enjoy less freedom of action as compared to Asia.In America board of directors are mainly the authority to replace master key managers, they are either replaced or they get retired so they are replaced by other professional managers. Good companies train their own staff for approaching recruitment and they recruit and give priority to internal staff and chose their succeeding(a) 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 promotional material and try to over project than they actually are who hire executive from the external market witho ut 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 decade in America its hard to get credit due to enormous inflation of top executives pay packages.Many large companies in America receives their equity dandy from upper-case letter market which is why they are mostly inclined and attentive towards paries Street compared to Asian in common. Which is why Wall Street has explicit expectations from the board of executives in terms of behaviour and performance and also whoever the neighboring 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 psyche 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 capital markets (rather than obtained from government-directly or indirectly-or from family fortunes). In this transition they have adopted occurrence 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 th e perk 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.