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In his leadership model, Kerry Webb has anlaysed four variables- form Transformational, transactional and Laissez Faire leadership styles- which leaders should consider to effectively increase motivation toward extra effort among their staff. He is of the opinion that by implementing the four leadership behaviors of attributed charisma, intellectual stimulation, individual consideration, and contingent reward, leaders can elevate the motivation level and increase the production from members of their staff.

He further argues that leaders need to have a combination of confidence, a willingness to take risks, and the energy and conviction to try something new. Similarly, leaders should engage persons in developing mental pictures of new concepts and encouraging workers to discover the necessary solutions that transform visions into realities. Further, the leadership style should identify the need that persons have for personal recognition and the need to affirm the unique strengths and abilities of each person in an organization. Lastly, contingent reward may be perceived as knowing your workers well enough to identify their strengths and to place persons in positions where they can make positive contributions to the organization and attain rewards and recognition. When people know what they need to do to achieve rewards and they believe they possess the skills and the training to successfully accomplish the requisite tasks, it makes good sense that these persons are more likely to be motivated toward extra effort. Lastly a leader should know his followers well enough to identify their strengths and to place persons in positions where they can make positive contributions to the organization and attain rewards and recognition. When people know what they need to do to achieve rewards and they believe they possess the skills and the training to successfully accomplish the requisite tasks, it makes good sense that these persons are more likely to be motivated toward extra effort.

领导和员工激励-尼泊尔的角度来看——Leadership and employee motivation- A Nepalese Perspective

Leadership in Nepal is a much discussed and debated issue. However, it is not the organizational leadership that is the centre of attraction. Organizational leadership in Nepal has been restricted to families controlling the business. When it comes to middle or junior level leadership, it has still yet to be egalitarian. As a result, there is a lack of effective leadership in Nepal. Consequently, Lampers and Hickson in 1979 (Afful, 2002, p.4) have outlined that lack of effective leadership rank high among the causes of the affecting problems faced by management in our country.

When we talk about employee motivation, the situation is even dismal. The employees not only lack adequate pay checks and benefits, they lack freedom and opportunity to grow as well. Bajracharya (1978) showed that Nepalese corporations have largely been failed in motivating employees. A study conducted by Pradhan (1999) on the organizational climate in the public and private enterprises in Nepal revealed that the standard for performance is higher and personal loyalty is stronger in the private organizations than in the public ones. Similarly, employees in private sectors have more fear of losing their jobs. The study further revealed that supervisors in private sectors desire 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。