Page 173 - The John Adair Handbook of Management and Leadership

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Managers/leaders and motivation

Managers and leaders should take a realistic and visionary view of
people who work for them and with them. Individuals can be
managed better if it is recognised that they are:
1 individuals, but become fully developed and truly themselves
in relation to other people and meaningful work
2 creative and imaginative, but only in concert with others through
working on their own or in teams
3 driven by achievement (as individuals) but know that they
achieve more as part of a team
4 self-motivated and self-directed but need management/ leadership
(if only to co-ordinate activities)
5 intelligent enough to know the difference between rewards such
as money and those less tangible rewards that meet value needs

6 interested in leaving work/the world a better place and know that
that yields a bonus

As has been described in the relevant section earlier in the book, in
leadership, the achievement of the task, the building and maintaining
of the team and the development of the individual can only result
from motivating people by providing the leadership functions of:
• planning

• initiating
• controlling
• supporting

• informing
• evaluating
and by being able to inspire others.

Chapter 7: Motivation and people management 163