Management and Motivation

Paper Summary:

The paper explores the research to determine what factors are important to successfully motivate employees in general and in a pharmacy setting in particular. The paper concludes that everyone can be motivated to superior performance with the appropriate mix of leadership characteristics and techniques.

Outline:
Review and Discussion
Conclusion

From the Paper:

"Certainly, all organizations are unique and there is no "one-size-fits-all" management approach that can be applied wholesale to all settings, but researchers have identified some commonalities among successful organizational managers that have been shown to be effective in motivating employees (Byham, 2002). Some of these attributes include personal characteristics that others admire while some factors involve the corporate culture that is created by such leaders. According to Maddock and Fulton (1998) "Leadership is motivation. A leader is a motivator. It is just that simple. It explains why the whole concept of leadership is so evasive and elusive. As it turns out, we have been measuring the wrong thing. Leadership is motivation" (p. 5)."

Sample of Sources Used:

• Byham, W. C. (2002). 14 leadership traps: Why many CEOs don't have the leadership bench strength they need. T&D, 56(3), 56.
• Isaac, R. G., Zerbe, W. J. & Pitt, D. C. (2001). Leadership and motivation: The effective application of expectancy theory. Journal of Managerial Issues, 13(2), 212.
• Maddock, R. C. & Fulton, R. L. (1998). Motivation, emotions, and leadership: The silent side of management. Westport, CT: Quorum Books.
• Rogoff, E. G., Lee, M. S. & Suh, D. C. (2004). Who done it? Attributions by entrepreneurs and experts of the factors that cause and impede small business success. Journal of Small Business Management, 42(4), 364.
• Zauderer, D. G. (2005). Leading with character: What can we learn from a recent federal government human capital survey that found that many employees hold their leaders in low regard and feel they do not generate high levels of motivation and commitment? The Public Manager, 34(1), 44.

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