| Leaders envision the future; they inspire organization | | | | another thing to be able to apply this knowledge to |
| members and chart the course of the organization. | | | | people and situations. |
| Leaders must instill values - whether they are a | | | | A leader who at least knows the present state of |
| concern for quality, honesty, calculated risk taking, or | | | | motivation theory and who understands the elements |
| respect for employees and customers. | | | | of motivation is more aware of the nature and |
| Every group of people that performs near its total | | | | strength of human needs and is more able to define |
| capacity has some person as its head who is skilled in | | | | and design ways of satisfying them and to administer |
| the art of leadership. This skill seems to be a | | | | so as to get the desired responses. |
| compound of various ingredients: the ability to use | | | | Another vital ingredient of leadership is the rare ability |
| power effectively and in a responsible manner; the | | | | to inspire followers to apply their full capabilities to a |
| ability to comprehend that human beings have different | | | | project. While the use of motivator seems to center |
| motivation forces at different times and in different | | | | on subordinates and their needs, inspiration also comes |
| situations; the ability to inspire; and the ability to act in a | | | | from group heads. They may have qualities of charm |
| manner that will develop a climate conducive to | | | | and appeal that give rise to loyalty, devotion and a |
| responding to and arousing motivations. | | | | strong desire on the part of followers to promote |
| An important ingredient of leadership is a fundamental | | | | what leaders want. This is not a matter of need |
| understanding of people. As in all practices, it is one | | | | satisfaction; it is, rather, a matter of people giving |
| thing to know motivation theory, kinds of motivating | | | | unselfish support to a chosen champion. |
| forces and the nature of a system of motivation but | | | | |