All language subtitles for KU PMGT 840 Session 3 (Part A)- Motivating

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.