Introduction
Motivation dramatically affects people’s lives, including their job performance. Leaders can inspire people to act in many ways, and some choices may be more effective than others. For instance, one can appeal to feelings of love and fear. Some business models focus on the physiological needs of humans, such as food and shelter, while others show that intrinsic motivation and recognition of effort drive people. The following paper looks at the different motivation models for employees as well as the issue of moral leadership.
Fear and Love as Potential Motivators
Comparing the effectiveness of love and fear for managers can help them determine the central values to follow in their work. On the one hand, fear is a negative emotion that may decrease one’s desire for collaboration and create tension between employees. In contrast, love is a great driver of trusting relationships – research demonstrates that caring for one another increases their feelings of being valued, safe, appreciated, and fulfilled (Daft, 2022).
These emotional responses lead to higher productivity and commitment to the company. Daft (2022) notes that workers have five needs that can be answered with love-based leadership – being heard, respectful disagreement, acknowledgment of greatness, recognition of intent, and being truthful (Daft, 2022). Fear-based motivation cannot satisfy these needs, creating much stress and resentment for the job and executive positions.
Adults’ Potential for Moral Leadership
Leadership is inherently moral – a person with power over others has a responsibility to choose the right path while also being able to act within the interest of oneself or others. Therefore, one’s moral development level determines how one approaches difficult questions and decisions. The conventional stage of leadership implies that a person follows society’s expectations and adheres to the rules and laws (Daft, 2022).
However, this individual does not have a personal moral compass and does not consider such universal principles as justice or the common good. Most adults at this stage of their development can struggle with being moral leaders, as they do not have an internal compass to guide them through complex ethical issues. If society engages in immoral practices – such as discrimination, theft, or lying – the leader will not find these actions unethical.
Empowerment and Maslow’s Hierarchy of Needs
Maslow’s hierarchy of needs theory is the most recognized framework for describing people’s different wants. It suggests that physiological needs are essential, followed by safety, belonging, esteem, and self-actualization (Daft, 2022). However, people may prioritize their low-tier needs and focus on working for food and shelter. Here, the empowerment model may help them reach higher fulfilling needs.
The leader can share knowledge with employees, inspire them to make decisions and take more responsibility. As a result, workers may understand the meaning behind their jobs and feel more fulfilled (Daft, 2022). Furthermore, empowerment can enrich people’s professional duties according to the job characteristics model and help them consider their psychological needs and future aspirations.
Conclusion
The discussion demonstrates that positive reinforcement is more effective than negative emotions in improving employee performance. Leading with love causes workers to feel appreciated and recognized, which increases their motivation and commitment. Leaders should also develop an internal moral system that goes beyond the rules of society and highlights compassion and justice as higher ethical standards. Finally, according to the empowerment and job characteristics models, workers are more fulfilled if managers provide resources to meet their needs and encourage people to develop beyond basic wants.
Reference
Daft, R. L. (2022). The leadership experience (8th ed.). Cengage Learning.