m&ob - motivation and leadership

MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR

MOTIVATION AND LEADERSHIP

Learnito Study Series for Business Students

Notes, Presentations, MCQs and more available at www.learnito.com/catalog

www.learnito.com M&OB 1

Definition of Motivation

Motivation - the process of arousing andsustaining goal-directed behavior


Maslow’s Hierarchy of Needs

Physiological

Safety & Security

Love (Social)

EsteemSA


http://www.successories.com/

http://www.successories.com/

Motivational Theories X & Y

Physiological

Safety & Security

Love (Social)

Esteem

SA Theory Y - a set of assumptions of how to manage individuals motivated by higher order needs

Theory X - a set of assumptions of how to manage individuals motivated by lower order needs


McGregor’s Assumptions about People based on Theory X

• Naturally indolent• Lack ambition, dislike responsibility, and

prefer to be led• Inherently self-centered and indifferent to

organizational needs• Naturally resistant to change• Gullible, not bright, ready dupes


McGregor’s Assumptions about People based on Theory Y

• Experiences in organizations result in passive and resistant behaviors; they are not inherent

• Motivation, development potential, capacity for assuming responsibility, readiness to direct behavior toward organizational goals are present in people

• Management’s task—arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals


Alderfer ERG Theory

• Existence – needs satisfied by factors such as food, air, water, pay, and working conditions

• Relatedness- needs satisfied by meaningful social and interpersonal relationships

• Growth – needs satisfied by creative contributions

• In addition to satisfaction-progression hierarchy, there is frustration-regression.


Alderfer’s ERG Theory

Physiological

Safety & Security

Love (Social)

Esteem

SA

Existence

Relatedness

Growth


Self-actualization

3 Motivational Need TheoriesMaslow Alderfer McClelland

HigherOrderNeeds

LowerOrderNeeds

Esteem selfinterpersonal

Safety & Security interpersonal physical

Need for Achievement

Need for Power

Relatedness Need for Affiliation

Existence

Growth

Belongingness(social & love)

Physiologicalwww.learnito.com M&OB 9

Herzberg’s Two-Factor Theory

Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain– maintenance factor– contributes to employee’s feeling not dissatisfied– contributes to absence of complaints

Motivation Factor - work condition related to the satisfaction of the need for psychological growth– job enrichment– leads to superior performance & effort


Herzberg’s Motivator-Hygiene Model

Motivators

No Satisfaction SatisfactionJobs that do not Jobs offeringoffer achievement achievement,recognition, recognition,stimulating work, stimulating work,responsibility, responsibility,and advancement. and advancement.


Herzberg’s Motivator-Hygiene Model (continued)

Hygiene Factors

Dissatisfaction No DissatisfactionJobs with poor Jobs with goodcompany policies, company policies,and administration, and administration,technical supervision technical supervision,salary, interpersonal salary, interpersonalrelationships with relationships withsupervisors, and supervisors, andworking conditions. working conditions.


Expectancy Theory of Motivation: Key Constructs

• Valence - value or importance placed on aparticular reward

• Expectancy - belief that effort leads to performance

• Instrumentality - belief that performance is relatedto rewards


McClelland’s Need Theory

Achievement-motivated people prefer tasks of moderate ability that they can achieve situations in which their performance is due to their own

effortsmore feedback on their success and failures than do low

achieversNeed For Affiliation: Desire to spend time in social relationships

and activities.Need For Power: Desire to influence, coach, teach, or encourage

others to achieve.

Need For Achievement: Desire to excel and accomplish something difficult.


What is Leadership?• The ability to influence, motivate, and enable

others to contribute to the effectiveness and success of the organizations of which they are members.

» Robert House (2004)

• The ability to influence a group toward the achievement of a vision or set of goals.

» Robbins & Judge (2008)


Presenter

Presentation Notes

History of Leadership Thought

• Trait Theories ( -1940s)• Behavioral Theories (1940s-1960s)• Contingency/Situational Approaches (1960s- )

• Contemporary– Transformational Leadership


Trait Theories of Leadership

• "GREAT MAN" Theories

• Little agreement on leadership traits

• Traits can be developed/improved

• In isolation, narrow traits have little utility


Behavioral Approaches: Ohio State Studies

• LEADERSHIP BEHAVIORS:– 1. Initiating structure:

• The extent to which a leader is likely to define and structure his or her role and those of subordinates.

– 2. Consideration:• The extent to which a leader is likely to build job relationships

characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.

• Effective leaders achieve both.


Behavioral Approaches: Michigan Study

• LEADERSHIP TYPES:– 1. Production Oriented Leaders:

• Focus on the technical or task aspects of the job• See people as a means to goal accomplishment

– 2. Employee Oriented Leaders:• Emphasize interpersonal relations• Take a personal interest in subordinate needs• Accept individual differences

• Effectiveness is associated with employee oriented leadership behaviors.


Contemporary Theories

• Leaders are individuals who inspire followers through their words, ideas, and behaviors.

• Charismatic Leadership

• Transformational Leadership


• Transformational Leaders: Motivate followers to go beyond normal expectations by pushing their comfort zone.

• Transactional Leaders: Guide followers to accomplish established goals by clarifying requirements and emphasizing extrinsic rewards.

Transformational Leadership


Transformational Behaviors

• Modeling the way

• Challenging the process

• Enabling/empowering

• Inspiring a shared vision

• Encouraging the heart.


Learnito Study Series for Business Students

Notes, Presentations, MCQs and more available at www.learnito.com/catalog
