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LEADERSHIP:
Robert N. Lussier Christopher F. Achua Copyrightand 2004 by South-Western, division of Thomson Learning. All rights reserved.
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This presentation edited and enhanced by: Asst. Prof. of Mgmt. Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu
George W. Crawford
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Chapter 3
Leadership Behavior and Motivation
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Our definition of leadership stressed the importance of influencing others to achieve the organizational objectives through change. High Performance occur when leader create motivational environment that inspire followers to achieve firms goals.
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Different studies confirmed leaders behavior has causal effect on employee performance.
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Leadership Style
The combination of traits, skills, and behaviors leaders use as they interact with followers.
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Source: Adapted from K. Lewin, R. Lippett, and R.K. White, 1939. Patterns of Aggressive Behavior in Experimentally Created Social Climates. Journal of Social Psychology 10:271 301.
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UI Leadership Style
In 1930 Kurt Lewin and his associates identified two styles of leaders. Autocratic Style: leaders make the decisions, tell employees what to do and closely supervises workers. Democratic Style: encourage employees participation in decisions, work with employees to determine what to do and does not closely supervise workers.
Copyright 2004 by South-Western, division of Thomson Learning. All rights reserved.
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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The University of Michigan Leadership Model: Two leadership styles, one dimension
During mid 1940 to 1950 Ohio State and UM conducted joint research on leadership styles. Their study were not based autocratic and democratic style. This study was based on behavior of effective leaders. The behaviors they identified called leadership style today.
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The University of Michigan Leadership Model: Two leadership styles, one dimension
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The Ohio State University Leadership Model: Four leadership styles, two dimensions
High
C O N S I D E R A T I O N
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Initiating Structure
Low
Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill.
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High
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Although there is no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration.
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1,9
Country Club
Team Leader
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5,5
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1 Low
Impoverished
Authority-Compliance
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CONCERN for PRODUCTION
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9 High
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What is Motivation?
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Motivation
Anything that affects behavior in pursuit of a certain outcome
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Motivation Process
People go from need to motive to behavior to
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E.g., we are thirsty (need) and have a drive (motive) to get drink. We get a drink (behavior) that quenches (consequence and satisfaction) our thirst.
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Feedback
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3. Reinforcement theory (behavior can be explained, predicted, and controlled through the consequences for behavior)
Type of Reinforcement
a. Positive b. Avoidance c. Extinction d. Punishment
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Acquired Needs
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Social Safety
Physiological
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needs through titles, satisfaction of completing the jobs itself, merit pay raises, recognition, challenging task, participation in decision making and change for advancement.
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through the opportunity to interact with others, to be accepted, to have friends. Activities include parties, picnics, trips, and sport terms. safe working conditions, salary increases to meet inflation, job security, and fringe benefits (medical insurance/sick pay etc). adequate needs salary, breaks and working conditions.
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Intrinsic (includes achievement recognition, challenge, and advancement. These factors are related to meeting higher-level needs) Satisfied or not satisfied
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Extrinsic (pay, job security, title, working conditions. These factor related to meeting lower-level needs) Dissatisfied or not dissatisfied
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Equity Theory
(proposed that employees are motivated when their perceived inputs equal outputs.)
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Expectancy Theory
Proposes that employees are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort.
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Goal-setting Theory
Proposes that specific, difficult goals motivate people
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How Does a Leader Set Meaningful Goals & Objectives to Motivate Subordinates?
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Specific
Exact performance expected
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Measurable
Observe and measure progress
Target date
Specific completion date
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Reinforcement Theory
Also known as behavior modification Based on studies of B.F. Skinner
Depends on reinforcement
Reinforcement can be
Positive (attractive rewards) Avoidance (avoid negative results) Copyright 2004 by South-Western, division of Thomson Learning. All rights reserved. Extinction (reduce undesirable behavior) Punishment
Continuous Intermittent (the reward is given based on the passage of time or output. E.g., tea break, salary, praise after the achievement)
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You get what you reinforce, not always what you reward!
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Use the appropriate reinforcement schedule Do not reward unworthy performance Look for the positive Give sincere praise Do things for your employees
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All of them None of them None works in all environments, in all situations, or for all people
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Knowledge of all theories will help in determining the correct way to motivate in a given situation
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Discussion Question #1
How is leadership behavior based on traits?
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Relationship is based on the managers leadership personality traits and attitudes. Traits and attitudes directly affect leaders behavior with the employees.
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Discussion Question #2
Do you agree with the University of Michigan model (with two leadership styles) or with the Ohio State model (with four leadership styles)?
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Discussion Question #3
What are three important contributions of the University of Michigan and Ohio State University studies? The major contribution of these two institutions are: job-centered behavior, employees-centered behavior and participative leadership.
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Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Discussion Question #4
What are three important contributions of the Leadership Grid and high-high research? High concern-for-people and highconcern-for-production (team leader) leadership style.
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Discussion Question #5
What is motivation, and why is it important to know how to motivate employees?
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Discussion Question #6
Which of the content motivation theories do you prefer? Why? a. Hierarchy of needs theory b. Two-factor theory c. Acquired needs theory
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Discussion Question #7
Which of the three process motivation theories do you prefer? Why? a. Equity theory b. Expectancy theory c. Goal-setting theory
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Discussion Question #8
Reinforcement theory is unethical because it is used to manipulate employees. Do you agree with this statement? Explain your answer.
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Discussion Question #9
Which motivation theory do you feel is the best? Why?
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Goal theory is currently most of the validated research approach to work motivation. Setting the objectives that meet criteria for objectives result in high level of performance.
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