ch03 leadership behavior and motivation
TRANSCRIPT
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LEADERSHIP:Theory, Application, Skill Development
2d Edition
Robert N. Lussierand Christopher F. Achua
.
This presentation edited and enhanced by:
George W. CrawfordAsst. Prof. of Mgmt.
Clayton College & State UniversityMorrow, GA 30260
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Chapter 3
Leadership Behavior
and Motivation
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Chapter 3
Learning Outcomes University of Iowa leadership styles University of Michigan and Ohio State
University leadership models Ohio State University leadership model and theleadership grid
Three content motivation theories
Four types of reinforcement Content, process, and reinforcement theories
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Leadership Behavior and
Motivation Motivational skills are critical to leadership
success.
How leaders motivate their workers? Why people leave their jobs? Research shows employees stay if they are
satisfied with their jobs and committed to
their organizations and leave if they arenot satisfied. Poor leaders drive employees to quit.
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Leadership Behavior and Style
Research on leadership had shiftedfrom the trait theory paradigm to
the behavioral theory paradigm. Now the focus on what the leader
says and does.
No leadership behavior were found tobe consistently associated withleadership effectiveness.
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Leadership Behavior and Style
Leaders behavior is based on their traitsand skills.
Different studies shows employeesretention is based on relationship betweenmanager and employee.
Relationship is based on the managers
leadership personality traits and attitudes. Traits and attitudes directly affectleaders behavior with the employees.
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Leadership Behavior and Style
Pygmalion effect is based on traits,attitude expectation, and the leaders
treatment (behavior) of employees whichdetermine the followers behavior andperformance.
Different studies confirmed leadersbehavior has causal effect on employeeperformance.
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What is leadership style?
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Leadership Style
The combination of traits, skills, andbehaviors leaders use as they interactwith followers.
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University of Iowa
Leadership Styles
Autocratic...........................Democratic
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 associatesidentified two styles of leaders.
Autocratic Style: leaders make thedecisions, tell employees what to do andclosely supervises workers.
Democratic Style: encourage employeesparticipation in decisions, work withemployees to determine what to do anddoes not closely supervise workers.
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The University of MichiganLeadership Model: Two
leadership styles, one dimension During mid 1940 to 1950 Ohio State and
UM conducted joint research on leadershipstyles.
Their study were not based autocratic anddemocratic style.
This study was based on behavior of
effective leaders. The behaviors they identified calledleadership style today.
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The University of Michigan
Leadership Model: Twoleadership styles, one
dimension
Job Centered........Employee Centered
Leadership Style..Leadership StyleSource: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill.
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The Ohio State University Leadership Model:Four leadership styles, two dimensions
Ohio State University
High
Low Structure High Structure
and and
High Consideration High Consideration
Low Structure High Structure
and and
Low Low Consideration Low Consideration
Initiating StructureLow High
C
O
N
S
I
D
E
R
A
T
I
O
N
Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill.
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What is the bestleadership style?
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What is the best
leadership style?
The one which works for the
individual leader in a specific
time and in a specific
environment
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Which leadership style doworkers think is best?
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Although there is no one bestleadership stylein all situations,
employees aremore satisfied
with a leaderwho is high inconsideration.
Bl k M t & M C L d hi G id
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Blake, Mouton, & McCanse Leadership Grid
CONCER
N-PEOP
LE
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
Source: Adapted from Robert R. Blake and Jane S. Mouton, The Managerial Grid III (Houston: Gulf, 1985); and Robert R. Blake and Anna Adams
McCase, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
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Team Leadership (9,9)
The goal in leadership development Few ever reach it
Similar to the philosophy of U.S.Army Training Command . . . Mission First, People Always.
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What is Motivation?
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Motivation
Anything that affects behavior inpursuit of a certain outcome
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Motivation Process
People go from need to motive to behavior toconsequence to satisfaction or dissatisfaction
E.g., we are thirsty (need) andhave a drive (motive) to get drink.We get a drink (behavior) that
quenches (consequence andsatisfaction) our thirst.
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The Motivation Process
Need Motive Behavior Consequence Satisfaction orDissatisfaction
Feedback
M j M ti ti Th i
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Major Motivation Theories
Classification of
MotivationTheories
1. Content motivation theories(need motivation)
2. Process motivation theories(choose behavior to fulfilltheir needs)
3. Reinforcement theory(behavior can be explained,predicted, and controlledthrough the consequences forbehavior)
Specific Motivation Theory
a. Hierarchy of needs theoryb. Two-factor theoryc. Acquired needs theory
a. Equity theoryb. Expectancy theoryc. Goal-setting theory
Type of Reinforcementa.Positiveb. Avoidancec. Extinctiond. Punishment
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What are ContentMotivation Theories?
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Content Motivation Theories
Focus on explaining and predicting
behavior based on peoples needs
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Hierarchy ofNeeds
Two-Factor
AcquiredNeeds
3
ContentMotivation
Theories
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What is a Hierarchyof Needs Theory?
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Hierarchy of Needs Theory
Proposes that people are motivated
through levels of needs which begin abasic life sustaining needs and
progress to life and work satisfaction
needs
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What is the Best KnownHierarchy of Needs Theory?
M l Hi h f N d
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Self-Actualization
Esteem
Social
Safety
Physiological
Maslows Hierarchy of Needs
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Maslows Hierarchy of Needs
How Firm meet these needs? Self-Actualization Needs: Organization
meet these needs by the development ofemployees skills, the chance to be creative,achievement and promotions, and the ability tohave complete control over their jobs.
Esteem Needs:Organization meet these
needs through titles, satisfaction of completingthe jobs itself, merit pay raises, recognition,challenging task, participation in decision makingand change for advancement.
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Maslows Hierarchy of Needs
Social Needs:Organization meet these needsthrough the opportunity to interact with others,to be accepted, to have friends. Activities include
parties, picnics, trips, and sport terms. Safety Needs:meet these needs throughsafe working conditions, salary increases to meetinflation, job security, and fringe benefits(medical insurance/sick pay etc).
Physiological Needs:meet these needsadequate needs salary, breaks and workingconditions.
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What is HerzbergsTheory of Motivation?
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Herzbergs
Theory of Motivation In 1960 Herzberg published two
factor theory (maintenance and
motivators of needs). This theory proposes that people are
motivated by motivator rather than
maintenance factors. Intrinsic and Extrinsic Factors
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Herzbergs Two-Factor
Theory of Motivation Motivator Factors (believes motivation come
from within the person through the work itself)
Intrinsic (includes achievementrecognition, challenge, and advancement.These factors are related to meetinghigher-level needs)
Satisfied or not satisfied
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Herzbergs Two-Factor Theory
of Motivation Maintenance (Hygiene) Factors
(believes motivation from outside the person andthe job itself)
Extrinsic (pay, job security, title,working conditions. These factor relatedto meeting lower-level needs)
Dissatisfied or not dissatisfied
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What is the Acquired NeedsTheory of Motivation?
A i d N d Th
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Acquired Needs Theory(employees are motivated by their need for:)
Affiliation Power Achievement
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Acquired Needs Theory
Motivating with high Ach:through non-routine work, challenging task with clear attainableobjectives. Fast feedback and keep out of their
jobs. Motivating with high power:Let
employees plan and control their jobs as much aspossible.
Motivating with high Aff: Give them lotof praise and recognition. Make great buddies andmentors.
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What is the EquityTheory of Motivation?
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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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What is the ExpectancyTheory of Motivation?
E h
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Expectancy TheoryProposes thatemployees aremotivated when they
believe they canaccomplish the taskand the rewards fordoing so are worth the
effort.
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What is the Goal-settingTheory of Motivation?
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Goal-setting Theory
Proposes that specific, difficultgoals motivate people
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How Does a Leader Set
Meaningful Goals & Objectivesto Motivate Subordinates?
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Criteria for Objectives
Singular result One end result
Specific Exact performance expected
Measurable Observe and measure progress
Target date Specific completion date
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Other Criteria for
Objectives Difficult but achievable
Participatively set Commitment of employees
Wh t i
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What isReinforcement Theory?
proposes that through the consequences forbehavior, people will be motivated to behave in
predetermined ways
Reinforcement Theory
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Reinforcement Theory Also known as behavior modification
Based on studies of B.F. Skinner Major topic of study in Psychology Depends on reinforcement
Positive (attractive rewards)
Avoidance (avoid negative results) Extinction (reduce undesirable behavior) Punishment
Reinforcement can be Continuous Intermittent (the reward is given based on the
passage of time or output. E.g., tea break,salary, praise after the achievement)
You et
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You get
what youreinforce,not always
what youreward!
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How Can a Leader MotivateUsing Reinforcement?
M ti ti ith R i f t
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Motivating with Reinforcement Set clear objectives
Employees must understand what is expected
Use appropriate rewards Must be seen as rewards
Use the appropriate reinforcementschedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees
Gi Sin P is
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Give Sincere Praise People will know if you mean it
Praise Model (Person to Person) Tell what was done well
Tell why it is important
Take a moment of silence Encourage continued good work
Learn to give praise easily
It is an effective and inexpensivemotivational tool
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Which Motivation Theoryis the Correct Model?
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Which Motivation Theory is
the Correct Model? All of them None of them
None works in all environments, in allsituations, or for all people Leader must be flexible
Knowledge of all theories will help indetermining the correct way tomotivate in a given situation
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Discussion Question #1
How is leadership behavior
based on traits? Relationship is based on the managers
leadership personality traits and attitudes.
Traits and attitudes directly affectleaders behavior with the employees.
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Discussion Question #2
Do you agree with theUniversity of Michiganmodel (with two leadershipstyles) or with the Ohio
State model (with fourleadership styles)?
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Discussion Question #3 What are three important
contributions of the University of
Michigan and Ohio State Universitystudies?
The major contribution of these two
institutions are: job-centeredbehavior, employees-centeredbehavior and participative leadership.
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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 high-
concern-for-production (team leader)
leadership style.
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Discussion Question #5
What is motivation, andwhy is it important to knowhow to motivateemployees?
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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? Goal theory is currently most of the
validated research approach to work
motivation. Setting the objectivesthat meet criteria for objectivesresult in high level of performance.
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Discussion Question #10
What is your motivationtheory?
What major methods,techniques, and so on, do youplan to use on the job as a
manager to increasemotivation and performance?