Leadership and motivation
The Success of the entire business depends on the most important resource of any organization which is certainly human resources. They are creators and makers of new technical, technological and organizational solutions, creators of new values, controllers of working process and development of business systems.
The key question is: who will manage human resources and motivate them so that the whole organization performs better. Leadership is one influence, one work of art and the process of impact on people, in sense that those who are affected are voluntarily and willingly participating in the creation of new values in the organization. Precisely, the role of a leader is to motivate its co-workers to their potential contribution in achieving the objectives of the organization. Leadership and motivation are key factors influencing the success of the organization, as well as employee satisfaction.
Therefore, the connection and interconnection of successful leadership and proper ways of motivating employees are essential for all organizations. In developed nations, it is also said that the democratic leadership style is one of the most effective. It assists employees feel valued, gives them a sense of ownership over their position, and motivates high productivity.
Managing oneself: revolution in society
Managing oneself is a REVOLUTION in human affairs. It requires new and unprecedented things from the individual, and especially from the knowledge worker. For, in effect, it demands that each knowledge worker think and behave as a chief executive officer. It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us still take for granted as the way to think and the way to act.
The shift from manual workers who do as they are being told – either by the ask or by the boss – to knowledge workers who have to manage themselves profoundly challenges social structure. For every existing society, even the most “individualist” one, takes two things for granted, if only subconsciously: Organizations outlive workers, and most people stay put. Managing oneself is based on the very opposite realities. In the United Stats MOBILITY is accepted. But even in the United States, workers outliving organizations – and with it the need to be prepared for a second and different half of one’s life – is a revolution for which practically no one is prepared. Nor is any existing institution, for example, the present retirement system.
A noncompetitive life
Given the competitive struggle, a growing number of highly successful knowledge workers of both sexes – business managers, university teachers, museum directors, doctors – plateau in their forties. They know they have achieved all they will achieve. If their work is all they have, they are in trouble. Knowledge workers therefore need to develop, preferably while they are still quite young, a noncompetitive life and community of their own, and some serious outside interest. This outside interest will give them the opportunity for personal contribution and achievement beyond the workplace.
No one can expect to live very long without experiencing a serious setback in one’s life or in one’s work. There is the competent engineer who at age forty-two is being passed over for promotion in the company. The engineer now knows that he has not been very successful in his job. But in his outside activity – for example, as treasurer in his local church – he has achieved success and continues to have success. And, one’s own family may break up, but in that outside activity, there is still a community.