Original subtitles

Hi everyone and welcome to session 3 of PMGT 840, Developing as a Project

Leader. In this part, we are going to talk about three big jobs every project

leader needs to focus on.

This is part A of the session and it is all about understanding what great

leadership looks like in real project environments.

Stick with me as we explore how effective leaders guide their teams and

their projects towards success.

Let's kick off Module 3, Part A, which focuses on one of the most important

aspects of the leadership, that is motivating.

As a project leader, your ability to inspire and energize your team can make

big difference in how the project moves forward.

In this section, we'll explore what motivation really means and how you can

it effectively in your day -to -day leadership.

Let's get started together.

People do their best work when they feel motivated.

But what motivates one person may not work for someone else.

Motivation can be either intrinsic or extrinsic.

Intrinsic motivation comes from within the individual, like enjoying the work

itself. On the other hand, extrinsic motivation is based on external rewards,

like a financial bonus or recognition.

As a project leader, it is important to understand what drives each person on

your team.

That way, you can tailor your approach, offer the right support, and build a

stronger engagement.

Let's start with Maslow's hierarchy of needs.

This model explains that people are motivated by different types of needs,

are organized into five different levels.

At the base, we have basic needs like food, water, and sleep.

Then comes safety needs, such as job security and feeling safe.

The third level is all about love and belonging, like friendship and

And after that, people look for esteem, which includes confidence and feeling

valued. And at the very top, it is self -actualization, which is all about

creativity, purpose, and reaching your full potential.

The idea is that people need to satisfy lower level needs before they can move

on to the higher ones.

This model can help you as a leader to understand where your team members are

and how you can support them in growing.

Now let's look at Herzberg's theory.

We separate job satisfaction into two different categories.

The first group is called hygiene factors.

These are things like working condition and salary.

They help prevent dissatisfaction, but they really don't boost motivation on

their own.

The second group is motivation factors.

These include things like responsibility, personal growth, and

When these are present, people feel more motivated and satisfied with their

jobs. So just improving the work environment isn't enough.

Leaders also need to make sure that the work itself feels meaningful and

inspiring.

Now let's talk about Daniel Pink's ideas on motivation.

He points out that for complex and creative work, like many project

intrinsic motivation works much better than external rewards.

Things like salary and bonuses only go so far. Once people feel fairly paid,

those rewards don't keep them engaged for long.

Instead, Pink highlighted three powerful motivators.

The first is autonomy, which is the freedom to control how and when work

done. The second is mastery, the drive to get better at something and do great

work. And the third is purpose, the feeling that your work matters and

a bigger goal.

As a project leader, your job is to create a space where team members can

experience all these three together.

Now let's take a look at McLellan's theory of needs.

According to this model, people are driven by three main types of

The first is need for achievement.

These individuals enjoy working on goals that are challenging but reachable, and

they like to be recognized for their success.

The second is the need for affiliation.

These team members feel most motivated when they are working with others and

building strong social connections.

And the third is the need for power.

People in this group are motivated by the chance to manage, lead, and

those around them.

This theory is very practical in project management because it helps you assign

tasks and rules based on what truly drives each person.

Now let's look at McGregor's Theory X and Theory Y.

This theory explores how managers view their team members and how those views

shape their leadership style.

Theory X assumes people don't like work, avoid responsibility, and need close

supervision.

Their motivation is mostly external, like money or fear of punishment.

In contrast, Theory Y assumes people enjoy working, want to achieve, and can

manage themselves if given the chance.

Their motivation is more internal, like personal growth or purpose.

If a manager believes in Theory X, then they tend to use a controlling approach.

But with Theory Y, leaders focus more on coaching and helping people grow.

Understanding these two views helps you as a project leader to choose a style

that fits your team and support motivation.

And now let's talk about managing project reward systems.

One key part of team development is recognizing and rewarding good behavior.

People feel more motivated when they believe their contributions are seen and

valued, and that's why rewards matter.

Many team members are inspired by chances to grow, reach goals, and apply

skills in new ways.

It is important for project managers to appreciate the team throughout the

project, not just at the end.

And while money is one form of reward, things like praise, recognition, and

meaningful assignments can be just as powerful.

The key is to match reward with what matters most for each person.

Let's look at a practical example of leadership through motivation.

In this project, Tom is the team leader for an educational app.

Before starting, it takes time to understand what motivates each person.

John, who loves achievement, is given the lead on design and presenting the

final product.

Laila values teamwork and connection, so she becomes the team coordinator and

organizes the meetings.

Tom also helps the team see bigger purpose by showing how the app could

real difference for children.

He gives the team autonomy and encourages mastery through group

As a result, the team works with energy, focus, and collaboration.

Now let's look at a very different example.

In this construction project, Jerry is the project manager.

He assumes that people only work for money and doesn't take time to

what motivates his team.

Tasks are handed out the same way to everyone without considering their

strengths or interests.

are a trick and top -down, and robots feel generic and disconnected from real

contributions. There is no effort to offer autonomy, a sense of purpose, or a

pass for growth.

As a result, the team feels unmotivated, disconnected, and unhappy.

The project ends up facing delays and dissatisfaction.

All right, and that brings us to the end of part A. If you have any questions or

thoughts, feel free to reach out during office hours or send emails.

When you are ready, go ahead and move on to the part B.

Thank you very much again for watching this video and I'll see you in the next

part.