DYNAMICS OF LEADERSHIP (UHPS 6013) Topic 3: Leadership Behaviour and Motivation

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Topic 3: Leadership Behaviour and Motivation

Weekly Reflection

Week 4 (14 November 2021)

        Assalamualaikum and bismillah. I would like to begin my weekly reflection with a quote, 

                    ‘The real power of a leader is in the number of minds he can reach, hearts he can touch, souls he can move, and lives he can change.’ 

by Matshona Dhliwayo

        This week’s reflection is about leadership behaviour and motivation. The presenters touched on Leadership Styles as it indicates the combination of traits, skills, and behaviours leaders use as they interact with followers. One of the presenters did mention about three main leadership styles. Each effective leader establishes a leadership style based on their personality, goals, and culture, using one of three leadership styles: autocratic, democratic, or laissez-faire. 

        I remember two years back when the SPM result of my school was through the roof! My Pengetua was having a thought of planning a committee to put together a small ‘jamuan’ to thank all the teachers who have been pushing so much effort in getting such a result. It happened that I was the one to be in charge as coordinator (penyelaras) of leading this small event. In my mind, I kept thinking if I practised an autocratic style of leadership, I could demand things be done exactly to my specifications, but my teachers' committee may quit or end up disliking the event. If I laid back and operated in a laissez-faire style, then I would end up setting the event by myself as everyone would do their own thing. So one of the committees suggested we did a bit of port luck where teachers brought in food so we could have the feast together. Another committee member suggested we ordered desserts and some other committee planned to be in charge of the drinks. Because I was the coordinator and I knew very well the committee I have assembled were creative and competent and can be fully utilized so I applied a democratic style of leadership. And you know what, this democratic style of leadership brought out the best ideas and it ensured all aspects of the plan work in tandem so beautifully. So it was a successful event.

        Then the other group member presented about Maslow’s Hierarchy of Needs which fascinated me to write my reflection. The definition has clearly stated that ‘people are motivated through levels of needs which begin a basic life-sustaining needs and progress to life and work satisfaction needs.’

        In the context of leadership and engagement to the motivation, the hierarchy above may be applied to the five mindsets of employees (teachers). If Maslow’s hierarchy of needs were applied widely to schools, I would be the most excited person by the idea of having Maslow’s concept amongst the school administrators and the teachers. Maslow’s needs no doubt, remain as it is, but I would like to see how the administrators determine if they are providing the environment and experiences that will allow the school teachers to successfully meet their needs. This concept can be shifted from the view of teachers. And move to how the school culture could also give an impact on teachers’ ability to be successful. Well, what if a teacher who is lack self-esteem that could make him unable to perform his job well. For instance, a very young capable teacher who has successfully produced high achievers because of his hard work and his dedication. Yet, APC (Anugerah Perkhidmatan Cemerlang) is not awarded to him because he is ‘not-senior-enough’ or because he is ‘still new in the service’. That is the ‘culture’ that we are practising at the school level. Seniority. Well, that is something the administrators should be looking at to boost the employees’ self–esteem to achieve the uppermost stage of self-actualization. 

        Perhaps it is time for the administrators and teachers to work hand in hand to become partners exploring the educational realm together regardless of age, gender, or skin colour. Perhaps the administrators could also learn from the teachers and vice versa, finding new ways to communicate and connect. So what is the takeaway here? We may explore Maslow’s stages of progression as they could motivate teachers. However, these stages are not mutually incompatible from the administrators’ perspective. But in my opinion, if the lower level is significantly weak, it tends to divert attention away from the higher levels. Perhaps the lesson for administrators i.e, Pengetua, Penolong Kanan, Ketua Bidang, or even Ketua Panitia is to make sure that your teachers feel motivated, safe and integrate into their surroundings. They will be happier to concentrate on doing a good job and growing in their profession if they do not feel unmotivated, and they feel like part of the team. ~ end ~