Kolb's model of adult learning explains how learning in adults occurs. According to the model, adult learning occurs in four stages (Kolb, 2015). The first stage is the experience of an event or situation (concrete experience). In the second stage, the learner reflects on the experience (reflective observation). The learner then -- in the third stage -- draws from theories and concepts to gain a deeper understanding of the experience (abstract conceptualization). In the fourth stage, the learner uses the experience as a basis for responding to similar occurrences in future. In this paper, I describe an experience I extremely felt motivated. I then analyze the experience based on Kolb's model.

Concrete Experience

At my place of work, the department I work in recently got a new manager. The new manager was recruited after his predecessor retired following two decades of service to the organization. The previous manager had over the years risen through the ranks to become a manager of one of the most powerful and critical departments in the organization. The new manager has been in the organization for only five weeks and he is a complete opposite of his successor. While the previous manager preferred staying away from the day to day activities of the department, the new manager prefers to work more closely with his subordinates. He does not just give instructions and then relax in the office waiting for updates and reports. Instead, he rolls back his sleeves to work alongside his subordinates. He collaborates with his juniors to brainstorm and discuss ideas. For me, his management style has been a great source of motivation. I strongly believe that management is not just about delegating tasks or giving instructions. A good manager in my view is one who is actively involved in the tasks they delegate to their juniors.

Reflective Observation

In my organization, managers or supervisors in the caliber of the new departmental manager are quite rare. Most members of staff are used to "absent" managers. In other words, most managers have little time for their subordinates. Once they delegate tasks, they have a tendency of staying away from the team -- they detach themselves from the day to day activities of their departments or teams. For many employees at the organization, such a management style sort of leaves them without anyone to lean on when things are thick. They feel... For the new manager, however, an unusual style of management has been evident. Many members of staff in the department see the new manager as more of a coach or a facilitator as opposed to a supervisor. He actively interacts with his juniors and is always on the edge of what is happening in the department. Though a few members of staff feel that the new manager is somewhat a micromanager, most see him as a leader who leads by example, hence a great source of motivation.

Abstract Conceptualization

Leaders within the organizational setting play a crucial role in motivating employees. Employee motivation essentially denotes an employee's willingness to apply effort to a given task or goal (Latham, 2012). Motivation often determines how an employee is committed to work and the organization, how they interact with others at the workplace, as well as their level of productivity and performance. Leaders arouse motivation using various techniques, including financial rewards, acknowledgement, and ensuring autonomy, work-life balance, and acceptable working conditions. When employees are properly motivated, they put their best fruit forth to the benefit of both the employee and the organization. Indeed, employee motivation has been significantly associated with increased job satisfaction, employee loyalty, and productivity (Latham, 2012).

A leader's behavior is a particularly important driver of employee motivation. In other words, a leader's style of supervising or controlling their subordinates can greatly affect the extent to which the subordinates are motivated. In this case, the new leader's style of management can be described as hands-on management. Hands-on management is a management style in which a manager is actively involved in the day to day duties they delegate to their subordinates (Tulgan, 2004). Rather than completely detaching themselves from the everyday activities of their function, department, or organization, hands-on managers interact directly with their subordinates, collaborate on tasks, and maintain open communication lines. As they are constantly close to their juniors, hands-on managers act as mentors and coaches, providing frequent feedback to their juniors. For employees, this can be immensely empowering and motivating. It minimizes the distance between the manager and the subordinates, thereby creating a healthy,…