INTRODUCTION

Many people today are seeking to understand and many people are writing about the concepts and practices of leadership. There are a great many reasons for the strong popularity of the topic, including that people, groups and organizations are faced with changes like never before. Effective leadership is required to understand and navigate through the many changes. There has been an explosion of literature about leadership lately. Leading is a very human activity, thus, so there are many people who consider themselves experts on leadership. Unfortunately, many people make strong assertions about leadership without ever really understanding a great deal about leadership. A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. Put even more simply, the leader is the inspiration and director of the action. He or she is the person in the group that possesses the combination of personality and skills that makes others want to follow his or her direction. In business, leadership is welded to performance. Effective leaders are those who increase their companys' bottom lines. There are many factors of leadership. Below is the list of the factors of leadership (U.S. Army, 1983):

Leader:

A leader must have an honest understanding of who they are, what they know and what they can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful they have to convince their followers, not themselves or their superiors, that they are worthy of being followed.

Followers:

Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. A leader must know their people. The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. A leader must come to know their employees' be, know, and do attributes.

Communication:

Leader lead through two-way communication whereby much of it is nonverbal. For instance, when they set the example, that communicates to their people that they would not ask them to perform anything that they would not be willing to do. What and how they communicate either builds or harms the relationship between them and their employees.

Situation:

All situations are different. What a leader do in one situation will not always work in another. They must use their judgment to decide the best course of action and the leadership style needed for each situation. For example, they may need to confront an employee for inappropriate behaviour, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.

SELECTED LEADER
Leaders background: A leader has been choose to complete this assignment is Mr. Roger Robert. He is 24 years old. His graduated from University Technology of Mara in Diploma of Public Administration. His hometown is Membakut. His position in the company is the general manager.

Nature of business: Mr. Roberts current business is produce chicken amplang. His company named as Bayu Desa Enterprise and located in Kota Kinabalu, Sabah. He operates his own business with the help of his employees. He has 12 employees under him and he acts as the leader for his employees.

Interview: The interview process to complete this assignment is held in a restaurant in Kota Kinabalu during my visit. The duration time from 9.00 am until 12.00 pm on 4 December 2010.

Motivation Theories Used By the Manager

Motivation Defined The word motivation is coined from the Latin word "movere", which means to move. Motivation is defined as an internal drive that activates behaviour and gives it direction. The term motivation theory is concerned with the processes that describe why and how human behaviour is activated and directed. It is regarded as one of the most important areas of study in the field of organizational behaviour. There are two different categories of motivation theories such as content theories, and process theories. Many contemporary authors have also defined the concept of motivation. Motivation has been defined as the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993). Overall, motivation is operationally defined as the inner force that drives individuals to accomplish personal and organizational goals. But, why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen &

Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator. Therefore, they are several motivation theories has been used by Mr. Robert in operates his business. The first one is Theory of Scientific Management. Frederick Winslow Taylor (1856 1917) put forward the idea that workers are motivated mainly by pay. As workers do not naturally enjoy work and so need close supervision and control .Therefore the managers break down production and responsibilities into a series of small tasks. Besides that, workers should then be given appropriate training and tools so they can work as efficiently as possible on one set task. So, this is also done by Mr. Robert where he also given given appropriate training and tools for his employees. He also paid his workers paid according to the number of items they produce in a set period of time- piece-rate pay. As a result workers are encouraged to work hard and maximise their productivity. Elton Mayo (1880 1949) believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work). He introduced the Human Relation School of thought, which focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting together. Mayo concluded that workers are best motivated by: Better communication between managers and workers. As has been told by Mr Robert he has better communication between him and his employees where all his employees had the opportunity to give feedback and opportunity to contribute ideas and suggestion. Apart from that he also encourages his employees to working in groups or teams. This is because teamwork is very important in any organization. In practice therefore businesses should re-organise production to encourage greater use of team working and introduce personnel departments to encourage greater manager involvement in

looking after employees interests. Mayo theory most closely fits in with a paternalistic style of management.