In Parts I and II of this Leadership and Motivation series I’ve shown seven of the most relevant motivation theories for leadership.

Most of these theories are backed up by a decent number of studies, and some of them are also criticized, most notably Maslow’s Needs Theory. Either way, if you support or criticize any of the theories it’s really important to understand the fundamentals of each one, in order to “adapt” and “adopt” the ones you like to your working environment and needs.

I’m encouraging you to understand and try to apply the theories in every possible occasion. Behind that, lies the notion that you can learn by doing. After all, the thing is you need to think, and reflect about the outcomes you’re after, and how you can achieve those outcomes in an ethical and right way. That is the real challenge.

The Motivation Theories exposed in parts I and II are only the starting point to help you get a better understanding of what drives your team, colleagues or bosses, and in the end, to understand what drives you (Motivates you).

HOW RELEVANT THE THEORIES ARE

I invite you to judge by yourself, and to do so, let’s take a look at the following passage:

“Leadership isn’t about imposing the leader’s solo dream; it’s about developing a shared sense of destiny. It’s about enrolling others so that they can see how their own interests and aspirations are aligned with the vision and can thereby become mobilized to commit their individual energies to realization”.
– Kouzes & Posner, (2002) The Leadership Challenge, 3rd. Ed.

You might be wondering: What does it all have to do with the needs theory? Or the Expectancy theory? Or with any of the others… My answer: Everything.

What K&P are doing here is telling us to be aware, to be aware of the team’s needs and our own needs. This is essential, in their own words: “The members of the organization must understand, accept, and commit to the vision”.

In this particular passage they’re talking about vision and how to transmit it, but within those lines is a greater meaning. They’re talking about fulfilling peoples’ needs, they’re talking MOTIVATION. It’s really powerful. If your vision lacks the ingredients to motivate your team, it won’t soak in. And you won’t lead, you will just be the head of a group, not a team.

Although P&K didn’t talk about theories in the previous passage it’s easy to make parallels with the theories that have been exposed so far. Every set of goals/team/environment has their unique challenges.It’s the leader’s choice of “point of view” or “theory” that determines how well he/she can motivate his/her subordinates. Remember, the goal of the theory is to “represent” reality in a way you can understand it and use it.

FINAL NOTE

In the end, the most important thing to me here is to be aware, to understand that leadership is a “dialog”, it’s not only about me and the rest, it’s about us. And it’s what fulfills us that we’re after. When you understand that, it’s much easier to find the driving forces (motivators) that moves us toward our common goals.