Using pleasure principle and positive reinforcement in leadership

¶ … Human behavior is often fueled by the pleasure principle. People seek out the most pleasurable outcomes and then perform actions accordingly. Addiction for example, motivates people to do insane things to get the pleasure derived from the addictive behavior. When leading, or communicating, this would be kept in mind. By leading the conversation towards a pleasurable outcome that may be a reward or a positive experience, this will motivate my people into behaving and acting accordingly. If the activity seems dull or conversation is led to negative consequences for not completing the task, this may not produce the level of productivity desired.

The old saying \'attract bees more with honey\' applies. People need to see the positive more than the negative to feel motivated to do something. If they see it is in their best interest to complete the task, they will do it wholeheartedly versus using punishment or negative reinforcement as the motivator. Positive reinforcement works better and creates a positive and competitive environment that may lead to higher levels of productivity and higher quality work. Most people look to take the road that will lead to the best outcome for them. Making it seem like the work will lead to the best outcome will enable overall positive results.

Empowering people can be a great way to lead. By investing time into any one person, it can lead to long-term success for the team. However, there is a time limit to how much time should be invested, especially if there are projects needing completion and there is a time crunch. A leader should mentor and place forth effort so that way that person being mentored can mentor someone else within the group. It is all about creating an environment of paying it forward where something is learned and then passed on to someone else.

A manager\'s efforts may become too much when the person becomes dependent. Subordinates need to learn to do things for themselves and when too much attention is paid and they cannot learn on their own, they become unable or unwilling to perform tasks by themselves. This can be detrimental in several ways and can lead to a lack of effort on their part and exhaustion on the part of the manager. It is always important to generate independence over dependence when it comes to subordinates. People cannot feel accustomed to constantly receiving help as it will generate complacency and dependence.

Many regard situational leadership as an adaptive leadership style that encourages leaders to weigh the numerous variables within the workplace and take stock of team members, electing a leadership style best suited for their circumstances and objectives. Situational leadership allows development of workgroups and people, establishment of rapport and enables use of a common leadership style throughout ever unit in an organization, whether it is international, local, or national. There are six types of leaders in this style. They are coaching, pacesetting, democratic, affiliative, authoritative, and coercive.