Leadership Motivation

Chapter 10
Leadership & Organizational

Change
Motivation
Motivation
inner
force that activates or moves a person

toward achievement of a goal.
Needs Drives or motivates Achievement of goals
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Motivation
Physical
needs
innate
or primary needs (food, water,

shelter).
Psychological
needs
acquired
needs, those we learn in response

to culture or environment (esteem, affection,
power).
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Motivation
Positive
goal
desirable
Negative
& the object of directed behavior.
goal
undesirable
& behavior is directed away
from it.
Both
needs & goals are interdependent.

Needs & goals are constantly changing.
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Motivation & Work Performance

Individuals
who are blocked in attempts to

satisfy their needs may exhibit:
Withdrawal
Aggression
Substitution
Compensation
Revert or regress
Repression
Projection
Rationalization
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Theories of Motivation
Maslows
Need Hierarchy Theory

McClellands Achievement-PowerAffiliation Theory
Herzbergs Two-factor Theory
Expectancy Theory
Reinforcement Theory
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Maslows Need Hierarchy Theory

People
are motivated by their desire to satisfy

specific needs:
Physiological needs of the body to sustain life.
Safety protection of individuals from physical or
psychological harm.
Social needs for love, affection, belonging.
Esteem feelings of self-respect & self-worth.
Self-actualization desire to fulfill ones potential.
Prepotent
all others.
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need a need that is dominant over
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Maslows Need Hierarchy Theory
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McClellands Achievement-PowerAffiliation Theory

All
people have a need:
to achieve
for power
for affiliation
Achievement
desire to do something better

or more efficiently than it was done before.
Power a concern for influencing people.
Affiliation desire to be liked by others & to
establish or maintain friendly relationships.
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Herzbergs Two-Factor Theory

Motivators
Factors
for job satisfaction

Related to content of the job
Achievement
Recognition
Responsibility
Advancement
The
work itself
Potential for growth
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Herzbergs Two-Factor Theory

Increase
in Motivators can be used to

increase job satisfaction
Absence of Maintenance or Hygiene
factors will cause job dissatisfaction
Increase in Maintenance or Hygiene
factors will not increase job satisfaction
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Expectancy Theory
Explains
behavior in terms of an individuals

goals, choices, & expectations of achieving
these goals.
Assumes people can:
Determine the outcomes they prefer.
Make realistic estimates of their chances.
People
are motivated to work:
If they believe their efforts will be rewarded.

If they value the rewards that are offered (valence).
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Reinforcement Theory
Associated
with work by Skinner

Also called operant conditioning or
behavior modification.
Consequences of past actions influence
future actions in a cyclical learning
process.
Reinforced behavior will be repeated;
behavior that is not reinforced is less
likely to be repeated.
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Job Satisfaction
An
individuals feelings & beliefs about

their job.
Components of job satisfaction:
Personality
Values
Work
situation
Social influence
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Job Satisfaction
Organizational
Positive, voluntary, behaviors that enhance

organizational efficiency.
Affective
Organizational Commitment
commitment to an organization because one is

happy to be working for the organization, believes in
the organization, & wants to do what is best for the
organization.
Continuous
Citizenship Behaviors (OCB)
Organizational Commitment
commitment to an organization only because the

cost of leaving is too great.
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Leadership
Process
of influencing activities of an
individual or group toward achieving
organizational goals.
Effective leader can influence people to
strive willingly for group objectives.
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Traditional Power Structure

Power
means
by which a leader influences the

behaviors of followers.
Position
derived
power
from position in an organization.
Personal
comes
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power
from personal attributes & expertise.
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Bases of Power
Legitimate
comes from formal position in organization
Reward
comes from leaders ability to reward others
Coercive
comes from leaders authority to punish those who

do not comply
Expert
held by leaders who are viewed as being

competent in their job
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Bases of Power
Referent
based on identification of followers with a leader
Information
based on leaders possession of or access to

information that others perceive as valuable.
Connection
based on the leaders connections with influential or

important persons.
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Evolving Power Structure

Title
& rank will be less important factors

in success.
More important will be knowledge, skills,
and sensitivity to mobilize people and
motivate them to do their best.
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Philosophies of Human Nature

McGregors Theory X & Theory Y
Theory X
Work
distasteful to people
People are not ambitious
People have little capacity for creativity
Most people must be closely controlled
People must be coerced to achieve
objectives
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McGregors Theory X & Theory Y
Theory Y
Work
is natural as play
People are self motivated
Creativity is common among people
Motivation at esteem and self actualization
levels
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Argyriss Immaturity-Maturity Theory
Immaturity
Maturity
Passive
Dependence
Behave in few ways
Shallow interests
Short time perspective
Lack of self control
Increased activity
Independence
Behave in many ways
Deep, strong interests
Long time perspective
Control over self
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Leadership Effectiveness
Effective
leaders influence others.

Formal leaders formal authority to
exert influence on others.
Informal leaders may have no formal
job authority, yet may exert considerable
influence because of special skills or
talents.
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Trait Concepts in Leadership

Characteristics
Character
Charisma
Commitment
Communication
Competence
Courage
Discernment
Focus
Generosity
Initiative
Listening
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for effective leaders:
Passion
Positive attitude
Problem solving
Relationships
Responsibility
Security
Self-discipline
Servanthood
Teachability
Vision
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Trait Concepts in Leadership

Strongest
leadership relationship traits:
Intelligence
Task-relevant
knowledge
Dominance
Self-confidence
Energy/activity
level
Tolerance for stress
Integrity & honesty
Emotional maturity
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Basic Leadership Styles

Basic
styles:
Autocratic
makes most decisions.

Laissez-faire allows the group to make the
decisions.
Democratic guides & encourages the
group to make decisions.
Different
leadership styles are effective

in different situations.
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University of Michigan Leadership

Studies
Designed
to characterize leadership
effectiveness.
Major concepts of leadership:
Employee
orientation emphasis on the

human relations part of their job.
Product orientation emphasis on
performance & the more technical
characteristics of work.
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Studies
High-production
supervisor traits:
Receive
general rather than close

supervision from their superiors
Spend more time in supervision
Give general rather than close supervision
of their employees
Are employee oriented rather than
production oriented.
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Studies
Management
styles:
Exploitive autocratic employees motivated by

fear, threats, & punishment.
Benevolent autocratic - employees make certain
minor decisions, & upward communication is
generally ignored.
Consultative information flows up & down, but all
major decisions come from the top.
Participative - operates on the basis of trust &
responsibility.
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Ohio State Leadership Studies

Dimensions
of leadership behavior:
Consideration behavior that:

Expresses friendship
Develops mutual trust & respect
Develops strong interpersonal relationships with
subordinates
Initiating structure behavior that defines work &

establishes well-defined communication patterns &
clear relationships between the leader &
subordinate.
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Ohio State Leadership Studies
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Leadership Grid
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Situational & Contingency

Approaches
Emphasizes
leadership skills, behavior,

& roles dependent on the situation.
Behavior of effective leaders in one
setting may be substantially different
from that in another.
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Leadership Continuum
Forces
affecting appropriate leadership:
Forces
in the manager
Forces in subordinates or nonmanagers
Forces in the situation
Forces
differ in strength & interaction in

different situations.
Manager employs a variety of
approaches, which are dependent on the
forces operating in a particular situation.
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Leadership Continuum
Encourages
participative approaches to
decision making.
Benefits of participative styles:
Raise
employees motivational level

Increase willingness to change
Improve quality of decisions
Develop teamwork & morale
Further the individual development of
employees
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Contingency Approach
Major
situational variables:
Leader-member relations personal relations with

member of the group.
Task structure- degree of structure in the task
assigned to the group.
Position power authority & power a leaders
position provides.
Favorableness
of a situation degree to which

the situation enables the leader to exert
influence over the group.
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Leader Effectiveness Model

Task
behavior the extent to which the leader

engages in spelling out the duties &
responsibilities of an individual or group.
Relationship behavior the extent to which
the leader engages in two-way or multi-way
communication.
Readiness desire for achievement based on:
Challenging but attainable goals
Willingness & ability to accept responsibility
Education or experience & skills relevant to a
particular task
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Path-Goal Leadership Model

Focuses
on the leaders effect on the

subordinates motivation to perform.
Assumes that individuals react rationally
in pursuing certain goals because those
goals ultimately result in highly valued
payoffs to the individual.
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Types
of leadership behavior:
Directive provides guidelines, setting definite

performance standards, & controlling behavior to
ensure adherence to rules.
Supportive being friendly & showing concern for
subordinates well-being & needs.
Achievement oriented setting challenging goals
& seeking to improve performance.
Participative sharing information, consulting with
employees, & emphasizing group decision making.
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Situational
factors:
Locus
of control tendency of people to rely

on internal or external sources.
Characteristics of the work environment
structure & complexity of the task.
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Transformational Leadership
Inspires
followers to become motivated

to work toward organizational rather than
personal gain.
Occurs when followers:
Trust
the leader
Perform behaviors that contribute to the
achievement of organizational goals
Perform at a high level
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Transactional Leadership
Focuses
on clarifying roles and

responsibilities
Uses rewards and punishment to
achieve goals
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Transformational Leadership
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Emerging Leadership Competencies

Emotional
intelligence
extent
to which a person is in tune with their

own feelings & the feelings of others.
Social
intelligence
ability
to determine the requirements for

leadership in a particular situation & select
the appropriate response.
Metacognition
ability
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to learn & adapt to change.

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Implications of Leadership Theories

Successful
leaders have either:
Analyzed
situational factors & adapted their

leadership style to them.
Altered the factors to match their style.
No
one best style of leadership exists.

Leadership is a function of forces in the
leader, the followers, & the situation.
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Effective
leaders:
Develop
& provide a complete vision

Earn & return trust
Listen & communicate effectively
Persevere when others give up
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Keys
to effective leadership:
Develop
a vision
Trust your subordinates
Encourage risk
Simplify
Keep your cool
Invite dissent
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Comparison of Management &

Leadership
Management:
About coping with complexities.

Organizes & staffs people to achieve goals.
Controls people by pushing them in the right
direction.
Leadership:
About coping with change.

Focuses on aligning people toward goals.
Motivates people by satisfying basic human needs.
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Comparison of Management &

Leadership
Managers
are appointed to their
position.
Leaders may be appointed, or they may
emerge from the group.
Leaders are able to influence without
having formal authority.
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Personal & Organizational Change

Change
the
movement from one state to another.
Effective
managers & leaders accept

that chance should & will occur.
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Personal Change
Examination
of ones personal
characteristics
Development and execution of plans to
change one or more of those
characteristics
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Personal Change
Coveys
Seven Habits
Be
proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understandthen to be
understood
Synergize
Sharpen the saw
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Organizational Change
Substantive
modification to some part of the
organization
Forces include:
Competition
Governmental laws & regulations
Economic & political pressures
Technology
Employee attitudes
Workforce demographics
Introduction of new equipment
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Organizational Change
Change
person
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Agent
who initiates change.
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Successful Change Guidelines

Who
Moved My Cheese Guidelines:
Change
happens
Anticipate change
Monitor change
Adapt to change quickly
Change
Enjoy change
Be ready to change quickly & enjoy it again
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Chapter 10

Leadership & Organizational

force that activates or moves a person

Needs Drives or motivates Achievement of goals

or primary needs (food, water,

needs, those we learn in response

& the object of directed behavior.

& behavior is directed away

needs & goals are interdependent.

Motivation & Work Performance

who are blocked in attempts to

Need Hierarchy Theory

Maslows Need Hierarchy Theory

are motivated by their desire to satisfy

need a need that is dominant over

Maslows Need Hierarchy Theory

McClellands Achievement-PowerAffiliation Theory

people have a need:

desire to do something better

Herzbergs Two-Factor Theory

for job satisfaction

Herzbergs Two-Factor Theory

in Motivators can be used to

behavior in terms of an individuals

are motivated to work:

If they believe their efforts will be rewarded.

with work by Skinner

individuals feelings & beliefs about

Positive, voluntary, behaviors that enhance

commitment to an organization because one is

Citizenship Behaviors (OCB)

commitment to an organization only because the

Traditional Power Structure

by which a leader influences the

from personal attributes & expertise.

comes from formal position in organization

comes from leaders ability to reward others

comes from leaders authority to punish those who

held by leaders who are viewed as being

based on identification of followers with a leader

based on leaders possession of or access to

based on the leaders connections with influential or

Evolving Power Structure

& rank will be less important factors

Philosophies of Human Nature

Philosophies of Human Nature

Philosophies of Human Nature

leaders influence others.

Trait Concepts in Leadership

for effective leaders:

Trait Concepts in Leadership

leadership relationship traits:

Basic Leadership Styles

makes most decisions.

leadership styles are effective

University of Michigan Leadership

orientation emphasis on the

University of Michigan Leadership

general rather than close

University of Michigan Leadership

Exploitive autocratic employees motivated by

Ohio State Leadership Studies

Consideration behavior that:

Initiating structure behavior that defines work &