Function of a leader such as to

Lead
Excel
Be advance
Be prominent
Guide others
Hold command
Head the organization

 Mission
Values
Norms
Principles

MANAGER
Administers
A copy
Maintains
Focus on system and structure
Relies on control
Short range
How and when ?
Eye on bottom line
Accepts status Quo
Does thing right

Evaluate

LEADER
Innovates
An original
Develops
Focus on people
Inspire trust
Long range perspective
What and why ?
Eye on horizon
Challenges status Quo
Does right thing
Inspire and motivate

 Leaders are born not made (Lord Buddha,

Srikrishna, Mahathir, Napoleon Bonaparte)
Great man's theory of leadership
Qualities of a leader is considered as charisma,
intelligence, supervisionary ability, self
assurance and decisiveness

Executive
Planner
Policy maker
Expert
Representative
Controller of internal relation
Provider of reward and punishment
Arbitration
Example
Ideologist
Father figure

 Relation between supervisors and subordinates

Considerations
Structures

 Skill
Leadership
Communication styles
Group mobilization

 Democratic leadership
Autocratic leadership
Laissez fare leadership
Tells, sells, consults and Joins


Delegation of authority
Maximum participation
Education, training and transfer
Appreciation and incentives
Open interaction
Effective public service deliveries

 UK : Strategic Development process

Norway: strategy based on the changes of public
sectors
USA,Norway and Switzerland : Separate
organization
Finland : Management training
Competence profile and framework
Select the best and brightest

 Professional recruitment
Women friendly management
Good incentive programs
Continuous skill development

 Senior civil service core competence

framework
welcome multi-skilled, creative,
strategic and people oriented
personnel

 Executive core qualification

Leading people
Result driven
Business acumen

Leading change
Continuous learning
Creativity and innovations
External Awareness
Flexibility
Receiveness (accepting change)
Service motivation
Strategic thinking
Vision

 Conflict management
Cultural Awareness
Integrity and honesty
Team building

 Accountability
Customer driven
Decisiveness
Entrepreneurship
Problem solving
Technical credibility

Financial management
Human resource management
Technical management
Building coalition and communication
Negotiation skill
Interpersonal capacities
Verbal communication
Partnership
Political realities

 Globalization
Solution of complicated problems
Democratization and demand for
accountability
Market solution
Cultural pluralism and inclusiveness
Gender equality
Problems to be faced in the stage of adopting
federalism and decentralization
Low capacity of the state and lack of
confidence
Ethics, morality and transparency

 Placement, Transfer, Promotion

Training and Development
Experience remote areas and geographical regions
SEDP
Succession plan
Leadership assessment (Promotion in special
class)

 Assertive, courageous, visionary leadership is

lacking (excessive political intervention)
Frequent change of promotion criteria
Lack of human resource management
No effective training
No right person in the right place
Placement and promotion is not predictable
Lack of proper planning for function oriented
and achievement oriented career planning

 Insurgency
Impunity
Poverty
No proper allocation of resource and services
Mafia driven

 Vision, Mission, Goal clarity from organizational

stage
Promotional activities for best performer
Knowledge based manpower development should
be encouraged in competitive environment
Full devolution of authority
Review and amendment of performance
evaluation rules
Adoption of best practices

 Leadership is most for the

improvement of public sector and
development
It is process not only personal traits
Friendly organizational culture
No universally accepted principles for
leadership development

 Depends on aims, objectives, challenges,

destination as well as the ecology of
concerned organization
Simple meaning of leadership is to realize
the vision or to change the aspiration of
stakeholders into action
It is complicated and can be said as arts
and science as well

 Successful leadership styles aim to

develop twin forces as building
confidence and efficiency
Good leaders always respect and
recognize their supporters
MIS needs to be updated

Motivating Leadership
Leader has role to motivate his /her followers or
subordinates
Leaders requires to develop certain skills for
motivating
Leadership itself is a source of motivation for
subordinates or followers

But it is important to know some conceptual

aspects of motivation and motivation practices
in Nepal

What is motivation? Its Types

It is an inner force of a person that induces
him or her to act or behave in a certain way.
It is a desire on the part of person to use
his force (capability) to achieve certain goal
Morale is collective or individual state of
mind of people (followers / subordinates)
It is also an organizational climate
Motivation and morale have relationship of
means and end

Types of motivational Forces

a)

A persons Inherent forces:

Attitudes
Beliefs
Assumption / needs
Expectation

b) Nature of job: tasks, autonomy,

responsibilities
c)

Work environment (Internal + external)

Leadership / supervision
Social- cultural milieu
Work Culture

Features / Nature of Motivation

Motivation force is a result of Need
Motivation forces changes direction after
fulfillment of certain needs
Motivational force has three elements (features)
- Having direction
- Having magnitude (volume)
- Having duration)
Two major sources of Human needs and
Motivational force
- Internal: Inherent (personal)
- External: Work nature and work environment

Contd ...Features / Nature of

Motivation
Motivation is a psychological concept
Motivation is complex and uncertain
to understand and predict
Motivation is concerned with a
person
Motivation is a continuous process

Theories of Motivation
Early Theories

Contemporary Theories

1) Scientific
Management
Theory
2) Human
Relation
Theory

1) Need-based theories
a) Abraham Maslows Hierarchy of Needs
Theory
b) Fredrick Hergbergs Dual Factor Theory
c) Douglas McGregors Theory X and Theory Y
d) Clayton Alderfors ERG Theory (based on
needs for Existence, Relatedness and growth
e) David McClellands Achievement Theory
(APA theory)
2) Process-based Theories
a) Victor Vrooms Expectancy Valence Theory
b) J. Stancy Adams Equity Theory
E.D Lockes Goal setting Theory

Relationship of Motivation and

Performance

Job performance = Abilities +

Motivation

Techniques of Motivation
Financial

Non-financial

Participatory management / decision making /

problem-solving
Salary and allowances
Incentives: Commission, bonus, Challenging job / tasks
Goal-oriented management
production gains, profit
Inspiring leadership (role-modeling)
sharing, productivity sharing,
Performance-based management
etc. (individual /
Performance-based reward and punishment
group/organizational)
Fit between person and job
Opportunities for creativity and innovation
Organizational morale
Organizational culture
Positive external work environment

Direct

Indirect
Benefits (pensions/ gratuities,
leaves, medical insurance, etc)
Services (Accommodation,
transportation, subsidized food,
education services, lower
interest credit, etc.)

Motivational Practices in Nepal

Not recognizing motivation as a means for
improving job performance of staff
Senior and middle level administrators are
having both financial and non-financial needs
Lower staff having mainly financial needs
Job nature not being motivating in most cases
Not having favorable work culture for motivation
Low morale of public servants

Issues / Problems of Motivation

Focus on financial factors for motivating staff
but not adequate due to development level of
Nepal)
Not paying attention to non-financial factors,
with reasonable financial benefits
Performance evaluation system and practices
are not performance oriented.
Inadequate provisions for performance-based
reward and punishment system
Not having delegation of authority as per the
given responsibilities
Uncertainty in job to be performed
Not having inspiring leadership

Suggestions for Improving Staff

Motivation
Paying attention on both financial and non-financial
motivation
Giving special focus on financial motivation of lowerlevel employees
Designing and practicing performance-oriented
performance evaluation system
Designing and practicing performance-oriented
reward and punishment system
Developing and practicing Inspiring leadership
Offer training opportunities to build positive attitudes
Most importantly:
Adopt performance-based management system; and
Creating an environment of hope and fear

Decision
making

Decision making
Important part in management and it often
reflects the experience of the person making
the decision.
Decision making is centered on the three
basic questions that lead to making a
decision.
- What change has to be done to achieve
a
particular goal?
- To what extent the change has to be made?
- And how to make that change happen?

Decision making.
The process of choosing a course of
action for dealing with a problem or
opportunity

Types of Decision making

Programmed/ Regular
Non-programmed

Decision environments
include
Certain environments
Risk environments
Uncertain environments

What are the useful

decision making models?
Classical decision theory.
Views the decision maker as acting in a
world of complete certainty.
Behavioral decision theory.
Accepts a world with bounded rationality

and views the decision maker as acting

only in terms of what he/she perceives
about a given situation.

 The garbage can model.

A model of decision making that views problems, solutions,
participants, and choice situations as mixed together in the
garbage can of the organization.
In stable settings, behavioral decision theory may be more

appropriate.
In dynamic settings, the garbage model may be more appropriate.
Types of decision making
- Rational decision making
- Bounded rationality
- Incrementalism
- Mixed scanning

Decision making Situation

The Context's Characteristics

The Manager/Leader Job

Simple

Repeating pattern and

consistent events
Clear cause and effect
Right answer exists

Sense, categorize, respond

Delegate
Use best practices

Complicated

Expert diagnosis required

Cause and effect relationship
discoverable More than
one right answer possible

Sense, analyze, respond

Create a panel of experts
Listen to conflicting advice

Complex

Flux and unpredictability

No right answers:

Increase levels of interaction

and communication

Chaotic

High Turbulence
No clear cause- and effect
relationship

Look for what works instead

of seeking right answers

Factors that affect decision making

Problem context

Cognitive
factors

How structured are the issues?

What uncertainties are
involved?
When will outcomes occur?
How urgent is the decision?
How many options are there?

Social
context

Who are the DMs?

What are the DMs beliefs and knowledge?
How many DMs are there?
What are the DMs attitudes to risk?
Who are the stakeholders?
What are the DMs values and preferences?
Who has authority over the
How large a calculation?
necessary resources?

What are the responsibilities

and accountabilities of the
DMs?

Decision Steps
1 . What are the facts of the case?
2 . What are the ethical issues in the case?
3 . What are the norms, principles, and values
related to the case?
4 . What are the alternative courses of action?
5 . What is the best course of action that is
consistent with the norms, principles, and values
identified in Step 3?
6 . What are the consequences of each possible
course of action?
7 . What is the decision?

Ethical Decision Making

Which option will produce the most good and do
the least harm?
Which option best respects the rights of all who
have a stake?
Which option treats people equally or
proportionately?
Which option best serves the community as a
whole, not just some members?
Which option leads me to act as the sort of
person I want to be?