The following paper aims to explore and perceive the connection between motivation, morale, and productivity. Through extensive research based on four scholarly journal articles, the relationships among these three concepts will be analyzed. The purpose of this paper is to provide an in-depth analysis of each concept and evaluate two of the three possible connections: motivation and morale, morale and productivity, and motivation and productivity. In order to assess such connections, the following questions will be addressed: what influence does motivation have on morale and productivity? Moreover, we will examine tangential issues that might contribute to lower productivity among highly motivated employees.

Motivation, morale, and productivity are closely related, with each concept influencing the other. Motivation can increase morale and productivity, while low morale can decrease motivation, leading to decreased productivity. High levels of productivity can mean high morale, but vice versa, low productivity may lead to reduced morale. The research shows a strong correlation between these three concepts, and an in-depth analysis is required to fully comprehend their connection.

Introduction

Bay Area Medical Center (BAMC) was on the verge of failure due to a vote of no confidence, mistrust, and high levels of dissatisfaction among patients and staff. With the opening of a competing center, the situation seemed bleak. However, the CEO, David Olson, turned the situation around by applying certain leadership strategies.

Leadership Strategies

David addressed the mistrust by bridging gaps in communication immediately. He employed flexible measures by welcoming local news reporters to participate in hospital meetings and made himself available for input from community members, medical staff, and hospital employees who wished to provide feedback or ask questions about the future direction of BAMC. This open communication approach exemplified a supporting style of leadership that encourages active listening and facilitates problem-solving and decision-making (Blanchard, 2008).

To establish a sustainable approach and address mistrust, David chose a collaborative style to create a new strategic plan. The plan involved input from community members, healthcare organizations, community leaders, government officials, members of the news media, and medical staff members. This approach provided successful change management and worked towards achieving organizational goals, as a strategic planning steering group was formed and included medical staff leaders, hospital board members, government officials, and hospital staff.

After executing its strategic plan, BAMC won back the support of its staff and the community, becoming more profitable than ever. The organization had strong leadership and received numerous recognitions for excellence in healthcare.

Analysis of Leadership Strategies

David attributed BAMC’s success to following William A. Cohen’s eight principles or "Universal Laws of Leadership” (Cohen, 1998). Following these principles resulted in the creation of a culture of efficiency, cost management, quality outcomes, and best practice achievement.

However, while these strategies could work for some organizations, they may have to be altered for others. In situations that deal with top-secret information, community and news media involvement may not be advisable. Nonetheless, the principles of effective leadership are more important than the specific strategy being employed. The strategies should be founded on such principles and tailored to fit the specific situation.

References

Blanchard, K. (2008). Situational Leadership. Leadership Excellence, 25(5), 19.

Cohen, W. (1998). Great leaders are made, not born. California State University. Retrieved September 1, 2001, from http://www.stuffofheroes.com/Articles/made.htm.