behavior and motivation lead
TRANSCRIPT
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Iowa State University
Leadership Styles
Autocratic...........................Democratic
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The University of
MichiganOne-Dimensional TwoLeadership Styles Model
Job Centered........Employee Centered
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The Ohio State & University of MichiganTwo-Dimensional Leadership Styles
Ohio State UniversityHigh
Low Structure High Structure
and and
High Consideration High Consideration
Low Structure High Structure
and and
Low Consideration Low Consideration
Low
Initiating StructureLow High
OCONS
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Although there is no onebest leadership stylein all situations,
employees aremore satisfied
with a leader who ishigh inconsideration.
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Blake, Mouton, and McCanse LeadershipGrid
CONCE
RN-PEOPLE
1 CONCERN for PRODUCTION 9
Low High
Low
High
1,9Country Club
1,1 9,1
9,9
5,5
Impoverished
Team Leader
Middle of the Road
Authority-Compliance
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Major Motivation Theories
Classification of MotivationTheories
1. Content Motivation theories
2. Process Motivation Theories
3. Reinforcement Theory
Specific Motivation Theory
a. Hierarchy of needs theoryb. Two-factor theoryc. Acquired needs theory
a. Equity theoryb. Goal-setting theoryc. Expectancy theory
Type of Reinforcementa. Positiveb. Avoidancec. Extinctiond. Punishment
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The Motivation Process
Need Motive Behavior Consequence Satisfaction or Dissatisfaction
Feedback
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Hierarchy ofNeeds
Two-Factor
AcquiredNeeds
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ContentMotivation
Theories
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Self-Actualization
Esteem
Social
Safety
Physiological
Hierarchy of Needs Theory
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Herzbergs 2-factor
Motivation ModelHigh LowMaintenance Factors(Extrinsic Motivators: pay, benefits, jobsecurity, working conditions, policies)
Not Dissatisfied Dissatisfied
Motivator Factors
(Intrinsic Motivators: work itself, recognition,
achievement, growth, responsibility)
Satisfied
(motivated)
Not satisfied
(not motivated)
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Acquired Needs Theory(employees are motivated by their need for:)
Affiliation Power Achievement
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Process Theories Seek ToUnderstand:
Why peoples needs change,
How and why people choose to tryand satisfy those needs in differentways,
The mental processes people gothrough, and
How they evaluate their satisfaction.
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Equity Theory
=Others input
(contributions)
Others outcomes
(rewards)
Our inputs(contributions)
=Our outcomes
(rewards)
(proposed that employees are motivated whentheir perceived inputs equal outputs.)
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Expectancy Theory
Proposes thatemployees are
motivated whenthey believe theycan accomplish thetask and therewards for doingso are worth theeffort.
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Expectancy Theory
Motivation =
expectancy x instrumentality x valence
Expectancy - belief about ability to do the task
Instrumentality - the belief a reward will be
forthcoming
Valence - the value the individual places on the
reward
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Leaders can use
Expectancy Theory1) By using clearly defined objectives,
2) By tying performance to rewards,
3) Assuring rewards are valued,
4) Employees believe what you say, and
5) Setting high expectations as a self-
fulfilling prophecy.
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Goal Setting
Effective Goals =
Initiative + Action verb + Singular, specific,
measurable result + Target date
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You Get WhatYou
Reinforce
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Types of Reinforcement1) Positive Reinforcement - offer rewards for
desired behavior
2) Avoidance Reinforcement (negative) - rulesdesigned to get employees to avoid behaviors.
3) Extinction - reduce undesirable behavior by
withholding reinforcement when behavior occurs.
4) Punishment - undesirable consequence for
undesirable behavior.