Introduction

This chapter presents some common motivation theories that help to explain some of the ways in which team leaders can motivate their team. The final section of the chapter covers motivational drivers that may be used to help motivate individuals or a whole team. These motivational drivers are particularly useful because they provide insights into the ways in which we can influence individuals or the whole team through our use of language. This chapter includes a range of case studies and examples. Case study 4.1 is a long one and this is referred to in the subsequent sections on motivation theory.

Introduction to motivation

A motivated team is essential if you want to provide a high-quality information and library service. Motivated teams are a pleasure to work with and mean that, as team leader, you look forward to going to work in the morning. In contrast, demotivated teams are challenging and require a careful development process if they are to change. If you ask individuals about what motivates them at work then you are likely to obtain a range of responses including:

Understanding what motivates individuals and how to improve their motivation is vital to being an effective team leader.

Case study 4.1 The new team leader

The accessions team in a public library was made up of five team members: two parttime clerical assistants (Joan and Jane); two administrative officers (Clare and Tom); and a qualified librarian (Andrea). The team had experienced a number of difficulties in the past three years including loss of a treasured team leader due to cancer; two new team leaders who only stayed for nine months each; change in their work, i.e. rise in purchase of DVDs and CDs and fall in the number of books purchased; threat of closure of department with the idea that acquisitions would be outsourced. Morale in the department was very low and this was illustrated by high rates of absence due to sickness, errors in their work and slow processing of new stock.