ch03 leadership behavior and motivation

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Copyright 2004 by South-Western, division of Thomson Learning. All rights reserved.

Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-1

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

[email protected]


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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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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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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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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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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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Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.3-44

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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Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.

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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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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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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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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?

ch03 leadership behavior and motivation

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