This week, Dr Jamilah begin the class with housekeeping session by providing the QR code for attendance and later she opens the rooms for doubts and clear students' doubts regarding the assignments and studies. After that, this week she taught us “Leadership Behaviour and Motivation” topic. In this topic, the lecturer introduces several models and theories regarding leadership behaviour and motivation which are: University of Iowa leadership styles: The lecturer taught us the 2 leadership styles which are autocratic and democratic. The autocratic leader makes the decisions, tells employees what to do, and closely supervises workers. While, the democratic leader encourages participation in decisions, works with employees to determine what to do, and does not closely supervise employees. In my opinion, the democratic and autocratic leadership styles in Iowa are at odds with one another. I think it's impossible to single out a single leadership approach as the greatest. The task's nature, culture, and context all play a big role in this. University of Michigan leadership models: The University of Michigan proposed in the 1940s that two types of leadership behaviour may be distinguished: employee-centered & job-centered leadership styles. Employee-centered leaders prioritise preserving positive working connections with their team members and upholding a democratic and participatory style of governance, explains Dr. Jamilah. Whereas she continued, job-centered leaders are more focused on outcomes and results than on the sentiments of their followers. They are controlling, goal-oriented, and directive. Staff is rarely listened to. Leaders, in my opinion, cannot constantly utilise the job-centered leadership style since it makes employees feel unappreciated and disrespected, and I believe that a good leader must also consider the followers' thoughts, feelings, and thought processes. Ohio State University leadership model: According to Ohio State Leadership Studies, when managing staff to accomplish objectives, leaders engage in two types of behaviours: Initiating Structure Behaviour and Consideration Behaviour. Initiating Structure Behaviour is the behaviour of leaders who establish formal communication channels, define the leadersubordinate relationship so that everyone is clear on expectations, and decide how tasks will be carried out. While leaders who practise consideration behaviour work to create an environment that is welcoming, inclusive, and supportive of their team members. My perspective is that good leaders have a strong capacity to collaborate with people and form a cohesive team, balanced with the ability to design a framework for completing tasks.
Blake, Mouton, & McCanse leadership grid: Two behavioural dimensions form the basis of the model: (1) Concern for People refers to how much a leader takes into account team members' needs, interests, and areas for personal growth when determining how to carry out a task. (2) Concern for Results refers to how much a leader prioritises clear goals, organisational effectiveness, and high productivity while determining how to carry out a task. Blake and Mouton identified five types of leadership which are: 1. Impoverished Management – Low Results/Low People 2. Produce-or-Perish Management – High Results/Low People 3. Middle-of-the-Road Management – Medium Results/Medium People 4. Country Club Management – High People/Low Results 5. Team Management – High Production/High People My understanding is that the Blake-Mouton grid offers a quick approach to determining a person's leadership style. And doing so makes it simpler to work on improving one's weaknesses and becoming a better leader. Content motivation Theory: After that Dr. Jamilah introduces 3 theories in content motivation theories which are the Hierarchy of needs theory, the Two-factor theory & Acquired needs theory. According to Maslow's hierarchy of needs, a theory of motivation, a person's behaviour is determined by five categories of basic human needs. These needs include physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs. Basic needs are at the base of the pyramid and higherlevel, intangible needs are at the top according to Maslow's theory of human motivation. When a person's basic needs are met to an appropriate level, they can then move on to addressing the higher-level needs. My reflection: Maslow's theory will aid a manager or leader in comprehending the requirements of their team members and in providing a framework to encourage positive discretionary behaviour (doing good things because one wants to, not because one has to). A person's innate urge to "self-actualize," or to make the most use of their skills and abilities, as illustrated by Maslow's hierarchy. A manager or leader, their goal should be to meet every requirement of their team, as this is the key to strong morale and productivity.
Herzberg’s Two-Factor Theory of Motivation. According to Herzberg's motivational theory, motivators and hygiene have a significant role in determining employee happiness and motivation. Motivators are aspects of the work that, when present, promote job happiness. While hygiene refers to context-related aspects of the job that, when lacking, lead to job discontent. My understanding is that Herzberg's two-factor theory sheds light on the essential components that motivate workers. It can be used to comprehend each employee's motivations, which can then be used to create a comprehensive employee motivation plan. A supportive and upbeat work atmosphere can be established by increasing the motivation levels of smaller teams, increasing the likelihood that the project will be successful. According to McClelland's Acquired Needs Motivation Theory, people have three different emotional needs: the need for: Achievement- •The intense desire to accomplish goals and complete tasks •High drive for success; enjoy a challenge at work •Task-oriented, favouring circumstances with a modest level of risk or complexity, and seeking feedback on whether or not goals have been reached Power – •The need to influence others, regulate their behaviour, and exert control over others •High power need: -Status driven -More driven by the potential to increase influence and reputation than by the desire to directly address issues or perform well -Power has two sides: Personal Power &Institutional Power Affiliation- •The desire to be regarded well and received by others •Pursue friendship •Cooperative People can have any combination of these demands. The intensity and combination of their unique requirements influence their motives and behaviours. According to what I understand, a leader can inspire their team members by learning about their individual requirements and figuring out how to help them fulfil those demands.
Process motivation theory: Equity theory, Expectancy theory & Goal-setting theory. The equity theory postulated that employees would be motivated if their perceived inputs (effort, experience, seniority, status, intelligence, etc.) and outputs (praise, recognition, compensation, benefits, promotions, improved status, supervisor's approval, etc.) were equal. Based on my reflection, this is in contrast to equality, which occurs when all employees' outcomes are equal, regardless of employee inputs. This process theory focuses on how employees feel about the fairness of the inputs and outputs of their work. They specifically work to keep the ratios of their own incentives to contributions identical to the ratios of others. According to expectancy theory, people are more motivated to work hard if they believe their additional effort will be noticed and rewarded (Vroom, 1964). As a result, businesses that use performance-based pay might anticipate improvements. My understanding of this theory is that leaders or managers can create and communicate a transparent and equitable performance management system that motivates and acknowledges employees' efforts by determining the rewards and outcomes that people value, as well as the conditions and criteria that they associate with them. The goal-setting theory places a strong emphasis on the significance of clear, difficult performance goals and employees' dedication to them as major drivers of motivation. According to goal-setting theory, objectives must be precise, measurable, and reachable in order to encourage personnel. General objectives, such as encouraging staff to work diligently or quickly, are less effective than specific, quantifiable objectives. In my perspective, goal-setting has also emphasised how crucial it is to get employees dedicated to their goals since without this commitment, it is doubtful that goal-setting will be motivating. A variety of tactics have been employed to persuade employees to support performance goals. These consist of the use of extrinsic incentives (such as bonuses), the incitement of peer pressure through the setting of both individual and group goals and the promotion of intrinsic motivation through the provision of feedback regarding goal accomplishment. Giving feedback on the accomplishments of other high-performing individuals or groups can help inspire inspiration for goal achievement.
Reinforcement theory: •Reinforcement theory, which is based on operant conditioning principles, basically argues that behaviour is driven by its consequences. The four different types of reinforcement are as follows: •Positive- Offering alluring repercussions (rewards) for desired performance is one way to promote continued behaviour (eg: Manager praising an employee). •Avoidance-Negative reinforcement is used to maintain positive behaviour (eg: Eliminating tedious tasks when employees start meeting deadlines). •Extinction-attempts to decrease or eliminate undesired behaviour by withholding reinforcement when the behaviour happens (eg: Manager ignoring the behaviour). •Punishment- used to assign an unfavourable consequence for unacceptable conduct (eg: Being verbally scolded by managers; Losing privileges; losing flexible working hours). In my opinion, a lack of reinforcement contributes to job discontent. Increasing employee morale at work can be accomplished by creating an atmosphere where workers feel valued and supported. In week 3, after Dr. Jamilah finishes her lecture, the group presentation begins. My group presentation serves as the opening for the group presentation. Ms. Athirah and Ms. Irni are my teammates. And we talked about the topic of Leadership behaviour and motivation. Dr. Jamilah asked us if we wanted to ask the audience questions during our presentation, and she complimented us on our strong leadership and communication abilities, which made us feel pleased. After that, she divided the entire classroom into multiple breakout rooms during a Webex meeting to review the group presentation and ask our classmates to grade our performance. Dr. Jamilah then begins question-and-answer sessions to address any remaining student doubts before calling the class to a close.
Influencing: Power, Politics, Networking, and Negotiation Week 10/04/2023 04
This week, Dr. Jamilah begins the class with a housekeeping session by presenting the QR code for attendance, and then she opens the rooms for doubts and clears students' doubts about their assignments and studies. After that, this week she taught us “Influencing: Power, Politics, Networking and Negotiation” topic. First of all, Dr Jamilah introduces us to what is “Influencing” and the 9 influencing tactics. Influencing is the process of changing someone else's views and behaviour in order to accomplish a goal. The 9 influencing tactics are: •Rational persuasion: a strategy used to persuade someone using a good cause, sound reasoning, or verifiable evidence. •Inspirational appeals: a strategy for generating enthusiasm by appealing to feelings, concepts, or values. •Consultation: a strategy that emphasises including others in decision-making, planning, and encouraging change. •Ingratiation: a strategy that places emphasis on improving someone's attitude before making a request. It entails being amiable, and helpful, and employing flattery or praise. •Personal appeals: a request-making strategy that makes references to friendship and loyalty. •Exchange: a strategy that implies making promises, whether explicit or implicit and exchanging favours. •Coalition tactics: refers to a strategy that suggests enlisting other people in your attempt to persuade someone. •Pressure: a strategy that emphasises employing threats or intimidation to coerce compliance. •Legitimating tactics: this strategy implies that it is desirable to base a request on one's authority or right, organisational regulations or policies, or explicit or implicit backing from superiors. According to my reflection, influence tactics are crucial abilities for a manager or leader to possess since they allow for the employment of techniques to alter the attitudes, values, or behaviours of subordinates. The actual strategies that leaders employ change depending on the circumstance and the desired results. Middle management executives, for instance, employ a variety of strategies to persuade both their superiors and subordinates.
After that, Dr Jamilah introduces us to the sources and types of power. Power, in its most basic sense, is the ability of a person, group, or organisation to influence others. the 2 sources of power are positions (Derived from top management) and personal (Derived from the follower based on the leader’s behavior). The 7 types of power are: •Legitimate Power: In recognition of the authority that comes with the job, this power is sometimes referred to as "positional power." the authority to manage the organization's resources and use them to carry out organisational objectives. For instance, subordinate's power, firing, and promotion. •Reward Power: The degree to which one has control over rewards that are appreciated by another determines the scope of reward power. The power will increase as the perceived value of such rewards rises. •Coercive/Punishment Power: Coercive power, or the capacity to influence punishment, is the opposite direction of reward power. The subordinate may follow the boss' directions out of fear of punishment. •Expert Power: Expertise power is built on the notion or opinion that the influence has some relevant expertise or special information that others do not have. Instead of being an organisation power, it is more of a personal power. •Referent Power: The fascination that one person has over another is the foundation of this power, which is also referred to as charismatic power. This ability arises from a person's adoration for another and desires to resemble them. •Information/Resource: results from having access to the necessary data, information, or resources. •Connection: comes from interacting with powerful individuals, political In my opinion, power is essential for leaders because it enables them to carry out activities and achieve objectives that would otherwise be impractical. In this approach, power may be a useful tool for advancing the objectives of leaders and organisations. Following that, Dr. Jamilah taught us the Relationship between Power and Politics. The primary goal of organisational life is to place competent individuals in positions of authority for the proper uses of power, whether that involves creating a new political pyramid, appointing new executives, or going through management succession at the highest levels. The lecturer taught us the 3 common political behaviours which are: •Networking: Create connections with the intention of socialising and campaigning. •Reciprocity: exchanging goods and services with others for mutual gain •Coalitions: A short-term partnership for coordinated effort or a network to accomplish a goal
After that, she introduces, the negotiation process. When negotiating, leadership skills are used to comprehend the interests of the people being led and to come up with solutions for achieving those interests. Effective leaders look for ways to fulfil the interests of individuals they lead during negotiations in order to accomplish organisational objectives. Organisational politics are an inevitable aspect of daily operations. My opinion is that organisations that are dominated by unhealthful levels of political behaviour see declines in organisational commitment, job satisfaction, and performance from their staff, as well as greater rates of job anxiety and depression. I believe that positive politics is vital because the behaviours that are aimed to influence others with the purpose of benefiting both the organisation and the person performing the politics. Posing as a professional, highlighting one's successes, volunteering, and complementing others are a few instances of positive politics. After Dr. Jamilah’s lecture, the class continues with group 2’s presentation on the topic “Influencing: Power, Politics, Networking and Negotiation”. The presenters are Ms. Wan Norhafliza, Ms. Syahazanani, Ms. Siti Najiah and Ms. Nur Afiqah Hasan. During their presentation, Dr. Jamilah instructed them to ask questions to the audience. Following that, she split the entire classroom into several breakout rooms during a Webex meeting to review the group presentation and ask the students to rate the presenters' performance. Before adjourning the class, Dr. Jamilah starts question-and-answer sessions to clear up any last-minute student questions.
Week 5, Week 6 & Week 7- No Class (Public Holidays & Midsem Break)
Contingency Leadership Model Week 08/05/2023 08
This week, Dr. Jamilah opens the classroom for questions and clarifies any issues students may have regarding their assignments and studies before conducting a housekeeping session and displaying the QR code for attendance. After that, this week she taught us the “Contingency Leadership Model” topic. The learning outcomes of this weeks' lecture are: •Contingency Theory and Model: Contingency translates as "it depends." One thing depends on another, and for a leader to be effective, the followers and the scenario must be a good fit for the leader's behaviour and leadership style. Fred E. Fiedler started constructing the initial situational leadership theory in 1951. It was the first hypothesis to describe the relationship between situational factors and leader behaviour and personality. He thought that leadership styles are essentially consistent and reflect personality (trait theory focused) and behaviour (behavioural theory oriented). Leaders alter situations, not their leadership philosophies. The contingency leadership model is used to assess if a leader is task- or relationship-oriented and whether the context (leader-member relationship, task structure, and position power) supports their preferred leadership style in order to get the best possible results. Finding out whether your main leadership style is relationship- or task-motivated is the first key step in applying Fiedler's methodology. The least preferred coworker (LPC) scales must be filled out in order to determine leadership style using Fiedler's model. In essence, the LPC provides a solution to the query "Are you more task-oriented or relationship-oriented?" Task and relationship are the two types of leadership. Determine situational favorability after evaluating your leadership style. The degree to which a circumstance makes it possible for the leader to have influence over the followers is referred to as situational favorableness. The situation is more advantageous for the leader the more influence they have over the followers. The three variables are as follows: (1) Leader-Member Relations, (2) Task Structure, (3) Leader’s Position Power Fiedler's Contingency Theory, in my perspective, offers a straightforward method to ascertain when a leader's abilities are most and least impactful. It promotes selfawareness in leaders, a trait necessary for making decisions for a team.
•The Leadership Continuum Model: In the 1950s, a contingency theory was also established by Robert Tannenbaum and Warren Schmidt. They claimed that there is a continuum in leadership style, ranging from boss-centered leadership to subordinate-centered leadership. Who makes decisions is the main focus of their model. Based on the use of boss-centered versus subordinate-centered leadership, the leadership continuum model is used to choose which one of seven styles to match the circumstances (boss, subordinates, situation/time) in order to maximise performance. The following three forces or variables must be taken into account by the leader before choosing one of the seven leadership styles: • Boss. • Subordinates. • Situation (time) According to the Leadership Continuum Model, a leader can be either more autocratic or more participative. The seven statements (or styles) that follow are listed in order from autocratic to participative. 1.Leader makes a decision and announces it to employees without discussion. 2.Leader makes a decision and sells it to employees. 3.Leader presents ideas and invites employees questions. 4.Leader presents tentative decision subject to change. 5.Leader presents a problem, gets suggestions, and makes a decision. 6.Leader defines limits and asks employees to make a decision. 7.Leader permits employees to make ongoing decisions within defined limits According to my opinion, the benefits of a Continuum Approach are that the model captures the interrelationship between managerial authority and team autonomy, as well as the various points at which a balance can be struck, and that this approach includes both viable and non-viable modes of management, which many models overlook. One drawback of a continuum approach is that it could mistakenly suggest that leaders have a singular style that falls somewhere along the continuum. In actuality, leaders may use various guises at various periods.
•Normative Model: The normative leadership model contains a time-driven and development-driven decision tree that allows the user to choose from five leadership styles (decide, consult individually, consult group, facilitate, and delegate) based on the scenario (seven questions/variables) in order to make the best judgments. Based on the extent to which the followers participated in the decision-making process, Vroom developed five leadership philosophies. They range from autocratic to participative leadership styles, and Vroom modified them from Tannenbaum and Schmidt's leadership continuum model. The five leadership emphases of Vroom are: •Decide: The leader makes the decision alone and announces it, or sells it, to the followers. •Consult Individually: The leader tells followers individually about the problem, gets information and suggestions, and then makes the decision. •Consult Group: The leader holds a group meeting and tells followers the problem, gets information and suggestions, and then makes the decision. •Facilitate: The leader holds a group meeting and acts as a facilitator to define the problem and the limits within which a decision must be made. •Delegate: The leader lets the group diagnose the problem and make the decision within stated limits. According to my review, the normative model is suitable for a range of diverse approaches, whether people require an autocratic or more democratic process where others' perspectives are appreciated and taken into consideration. This is because no single decision-making method can be applied to every situation. •Situational leadership: Situational leadership is the modification of a leadership style to certain circumstances in order to take into account employee needs. A situational leader can change their leadership stance in response to the circumstances. In the late 1960s, Ken Blanchard and Paul Hersey developed a paradigm for situational leadership that enables you to: Examine the demands of the circumstance you're managing; then select the most effective management approach.
Hersey and Blanchard suggested that there are four primary leadership styles: •Telling: When a team needs constant direction and careful supervision, the telling approach is used. The team may be informed of decisions made by leaders who have a telling style after they have been made. The telling technique is most typically utilised when a team lacks expertise or when repetitive results are required. •Selling: Selling is a leadership strategy that is usually used when a team of people or an employee lacks the desire to complete a task or perform their duties. •Participating: The participatory behavioural leadership style is generally used when a team is skilled in a particular task but lacks the motivation or assurance to carry it through. •Delegating: When a team completes its responsibilities well and efficiently and requires little direction, the delegating leadership style is adopted. According to what I know, situational leaders exhibit actions that promote psychological security. They give team members the chance to communicate their ideas, insights, and experiences. Additionally, they possess the abilities needed to successfully assign authority to team members as needed. •Path-goal Model Theory: Based on an early version of the theory by M. G. Evans, Robert House developed the path-goal leadership theory, which was published in 1971. To maximise both performance and job happiness, the path-goal leadership model is used to choose the leadership style (directive, supporting, participative, or achievement-oriented) appropriate to the scenario (subordinate and environment). Situational factors - consist of task and environmental aspects. The task's design must have the leader's endorsement. For instance, the leader may need to add more structure to an uncertain assignment or provide support for particularly challenging work. Leadership Styles: In the Directive, Supportive, Participative, and Achievement leadership styles, the leader adapts his personal behaviour to the needs of the team members and the nature of the work at hand. 1.Directive: The leader explains to him/her followers what is required of them, including what to do, how to complete a task, and how to schedule and coordinate labour. 2.Supportive: The leader makes work enjoyable for the team members by demonstrating concern for them and by being approachable and nice. 3.Participative: Before deciding how to move forward, the leader speaks with his/her followers. 4.Achievement: The leader sets high standards for his/her followers, expects the best from them, and exudes confidence in their capacity to live up to this standard.
According to how I see this Path-Goal Model theory, leaders would modify and adapt their actions to take advantage of their subordinates' strengths and make up for their flaws. After Dr. Jamilah’s lecture, the class continues with group 3’s presentation on the topic “Contingency Leadership Theories”. The presenters are Mr. Mohamad Afiq, Mr. Tan Meng Lee Vincent, Ms. Naveenea, and Ms. Fahdah Mansor. During their presentation, Dr. Jamilah instructed them to ask questions to the audience. Following that, she split the entire classroom into several breakout rooms during a Webex meeting to review the group presentation and ask the students to rate the presenters' performance. Before adjourning the class, Dr. Jamilah starts questionand-answer sessions to clear up any last-minute student questions.
Reflection on Week 9, Week 10, Week 11, Week 12 & Week 13 Written on Assignment 1: Report
Overall Reflection 08 of UHPS 6013
A Admire her M Magical vibes A Adore her Z Zingy sharing & discussions I Idolize her N Numerous knowledge G Gratitude I want to thank Prof. Dr. Jamilah Binti Ahmad for everything. I appreciate you sharing your insightful thoughts, wisdom, and skills with us. I had a great time in your class. I have a lot of respect for you. We may be women, but you've opened my eyes to the fact that becoming a great leader is not insurmountable. I admire you for that. I also like to thank my peers for helping me out during presentations and other events. This module was very important for me to develop my leadership abilities. AMAZING! That sums up precisely how I felt the entire time I was exposed to Dynamics of Leadership under Dr. Jamilah's guidance.
I had a great time in this class where I felt "AZAMING". This course has provided me with a wealth of information that I will put to use and perhaps draw upon in the future. In fact, this course has forced me to alter the way I thought due to its effectiveness, and I could tell from the beginning that it would be different from what I had anticipated. Dr. Jamilah is a well-known, victorious person who always shows kindness and love to everyone. The cliche "What you give, you get back" is well known, yet not everyone can put it into practise. In addition to emphasising this cliche throughout each meeting session, she also demonstrated it in practise by using it in daily life. Due to her constant kindness, politeness, and generosity, she respects each student's opinion in the classroom. Even though she has accomplished a lot in her life, she is always humble, respects her students' opinions, and never fails to value our opinions. I have always admired this about her. In the future, as an Educational Psychologist, I would like to emulate her kindness and politeness toward others. Thank you for serving as my inspiration and a role model, Dr. Jamilah!
Thank you Dr.Jamilah for being a shining light in my life and inspiring me to be the best version of myself.
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THANKS!