Download - Maslow’s Leaders
MASLOW’S LEADERS
Looking into your Worker’s Hierarchy of Needs
Presented by: Jairo McMican
North Carolina Central University
Dedication
This Presentation is dedicated to Dr. Bruce Moore who
continually pushes me to excel.
Topics to be covered
Would your subordinates elect you to your present position?
Leadership Models and TheoryThe Three Pyramids
What your constituents needWhat your constituents want
The Boys Club Experiment
Laissez-Fair, Democratic, DictatorIf you knew someone was coming around to check up on you, how would you behave? Conventional wisdom holds that as soon as they spot the boss coming people put on their best behavior. Wrong. They may put on different behavior, but it’s not their best.
Leader-Member Exchange Theory
In groups-Similar to the Leader.Given more…Additional Responsibilities
Out Groups-Managed by Formal Rules and PoliciesFeeling Left Out
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Blake and Moutons Leadership Grid
Low-----
Concern for
People---High
9 1,9 Country Club Management
9,9 Team Management
8
7
6 5,5 Middle of the Road Management5
4
3 1,1 Impoverished Management
9,1 Authority-Compliance Management
2
1
2 3 4 5 6 7 8 9
Low---Concern for Production---High
Other Theories
Hierarchy vs. Web of InclusionBaseball, Football, BasketballTheory X vs. Theory Y
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Situational Leadership Theory by Hersey and Blanchard
Relationship Behavior vs. Task BehaviorTelling, Selling, Participating, DelegatingFollower Readiness-R1-Unable and unwilling-R2-Unable but willing or confident-R3-Able but unwilling or insecure-R4-Able and willing or confident
Teaching Organizations
Teach
Sell
Tell
Command
Command, Tell, Sell, Teach
Command and Control-Leaders give mandates and directives to followers
Tell-Leaders instruct the followers on their teachable point of view; followers are expected to adopt this. Action is based on this common point of view
Sell-Leaders provide their teachable point of view; they persuade followers that this is correct.
Teach-Leaders instruct others to develop their own teachable point of view and how to develop others. Mutual learning takes place and becomes the source for confident action.
Maslow’s Hierarchy of Needs Pyramid
Self-Actualization Needs
Esteem Needs
Belongingness and Love Needs
Safety Needs
Physiological Needs
Worker’s Hierarchy of Needs Pyramid
Purpose and
Meaning
Esteem and Recognition
Loved and Accepted
Knowledge of Organization & Leader
Resources
Resources
Tools and InformationHistory
Work Environment
Knowledge of Organization & Leader
Honesty, Fair, Forward Looking, KnowledgeableKouzes & Posner Two Laws of Leadership
People don’t care how much you know until they know how much you care.DWYSYWD
RulesIncremental vs. Quantum Goals
Windows and MirrorsTransformational vs. TransactionalValues
If you don’t know where you want to go, it doesn’t matter how you get there. ~Lewis Carroll
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Impact of Clarity on Commitment
Clarity of
Organizational Values
High 4.87 6.26
Low 4.90 6.12
Low High
Clarity of Personal Values
How are workers rewarded
If you create a transparent organization, it will be difficult for others to delve into lies. If your rewards and promotions are based on this principle those who go against it will lose any credibility that they have.
Rituals and Ceremonies
To Be Loved and AcceptedOpenly criticizing subordinates is a counterproductive
activity since they will not want to perform for a critic.
I vs. WePeer PressureBill Russell said, “The most important measure of how
good of a game I played was how much better I made my teammates play.”
InterdependenceServant LeadershipLove vs. FearGive away power-Turner said, “I’ve learned that…when
you push power away, you have more…because it empowers everyone else.”
More Love
The Tyranny of “or”Oliver Wendell Holmes said, “People do not quit
playing because they grow old, they grow old because they quit playing.”
Managers who create distrustful environments often take self-protective postures. They’re directive and hold tight to the reins of power. Those who work for such managers are likely to pass the distrust on by withholding and distorting information.
Esteem and Recognition
Keeping secrets sends the message that a follower is not good enough to know certain things. When an organization keeps secrets, your followers will mentally check out because they feel unwanted.
Researchers working with Neural Networks have found that when people feel rebuffed or left out, the brain activates a site for registering physical pain.
Temporizing ResponseGood Morale leads to success, and success leads to better
morale.Prisoners of your Organizational Vocabulary“Compensation is a right, recognition is a gift”However you decide to share recognition make sure you are
specific
More Esteem and Recognition
Just giving information without taking any is just as degrading. If you are told to take care of your own area, this can sting your pride as a worker. Let the higher ups worry about the company as a whole. This attitude is sends the message that your ideas are not good enough.There is nothing more disempowering than to be held responsible for something you did not help create.“There are no unimportant jobs, just people who feel unimportant doing their jobs.” ReassigningAllow Mistakes
Purpose and Meaning
If you work toward a truly heroic goal, your achievements will outlive you. You will be able to look back on your life and know that you made a lasting contribution that, without you, would not exist.
“While working at what they enjoy and believe in, they will place more stringent demands on themselves than any authority figure could.”
Future and Identity Stories
More Purpose and Meaning
If a leader can produce positive experiences that warrant a connection to the values of an organization, the followers won’t have to be told what to do. “Owners cater to the organization’s mission, vision, and values; non-owners cater to the boss. Owners focus on the business results of their actions, no matter who is watching; non-owners focus on how they’re perceived by the chain of command.” The Metaphor for war is the strongest tool to get
people to rally. We are under attack from outside forces.
In ConclusionSelf-Actualization Needs
Esteem
Needs
Belongingness
and Love Needs
Safety Needs
Physiological Needs
Purpose and Meaning
Esteem and Recognition
Loved and Accepted
Knowledge of Organization & Leader
Resources
Teach
Sell
Tell
Command
Sources
Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations. San Francisco: Jossey-Bass.
Freiberg, K., & Frieberg, J. (2004). Guts! New York: Double Day.Gardner, J. W. (1990). On Leadership. New York: The Free Press.Grint, K., Nelson, D., & Bratton, J. (2008). The Art and Science
of Leadership. Mason: Cengage Learning.Kouzes, J. M., & Posner, B. Z. (2007). The Leadership
Challenge, 4th Edition. San Fransisco: Jossey-Bass.Myers, D. G. (1996). Exploring Psychology. New York: Worth
Publishers.Sanborn, M. (2004). The Fred Factor. New York: Double Day.Tichy, N. M., & Cohen, E. (2007). The Leadership Engine. New
York: HarperCollins Publishers.
Thank You For Listening
For any comments are suggestions please contact me:
Jairo McMican [email protected]