Chapter 3Leadership Behavior

and Motivation

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Learning Objectives Understand what the behavioral approach to

leadership entails Describe the Big Ten studies (Iowa,

Michigan, Ohio State) Understand what the research has

suggested about leadership style Understand the Blake and Mouton

Managerial Grid Define motivation and understand the

motivation process2

Learning Objectives Describe the content theories of

motivation (Hierarchy of Needs, Two-Factor, Acquired Needs)

Describe the process theories of motivation (Equity, Expectancy, Goal-Setting, and Reinforcement)

Understand the criteria advisable when motivating employees using incentive compensation

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Leadership style is the combination of traits, skills, and behaviors leaders use as they interact with followers

Relationships are good predictors of employee behavior and performance

Leadership Behavior and Leadership Style

University of Iowa Leadership Styles

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University of Michigan Leadership Styles

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The Ohio State University Leadership Model:

Four Leadership Styles, Two Dimensions

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There is no one best leadership style in all situations

Suggests that employees are more satisfied with a leader who is high in consideration

Many leadership functions can be carried out by someone besides the designated leader of a group

Research on Leadership Style

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Country-club leader

Concern for

People

Concern for Production

Impoverishedleader

Team leader

Authority-compliance leader

Middle-of-the-roadleader

Blake, Mouton, and McCanse Leadership Grid

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Led to a shift in the leadership paradigm to contingency leadership theory

Recognized that organizations need both production and people leadership

Supports the notion of co-leadership

Behavior Theory Contributions

and Applications

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Is anything that affects behavior in pursuing a certain outcome

An important leadership competency is the ability to motivate followers

Motivation and Leadership

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Need Motive Behavior Consequence Satisfaction or Dissatisfaction

FeedbackFeedback

The Motivation Process

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Hierarchy ofNeeds

Two-Factor

Acquired Needs

Content Motivation Theories

Content Motivation Theories

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Self-Actualization

NeedsEsteem Needs

Social Needs

Safety Needs

Physiological Needs

Maslow’s Hierarchy of Needs

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Maintenance factors Extrinsic motivators

Motivator factors Intrinsic motivators

Herzberg’s Two-Factor Theory

Motivation Model

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Proposes that people are motivated by their need for: Achievement Power Affiliation

Acquired Needs Theory

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Equity theory Expectancy theory Goal-setting theory Reinforcement theory

Process Motivation Theories

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Proposes that people are motivated when their perceived inputs equal outputs

Equity Theory

Expanding Equity Theory:Organizational Justice

Organizational justice reflects the extent to which employees perceive they are treated fairly at work Procedural justice Interactional Justice Distributive justice

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Understand that equity is based on perception, which may not be correct

Rewards should be equitable High performance should be rewarded When incentive pay is used, ensure that

clear standards exist

Motivating with Equity Theory

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Proposes that employees are motivated when: They believe they can accomplish the task They will get the reward The rewards for doing so are worth the effort

Expectancy Theory

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Expectancy is a person’s perception of his or her ability to accomplish an objective

Instrumentality is the belief that successful performance will result in receiving the reward

Valence is the value a person places on the outcome or reward

Motivation = Expectancy × Instrumentality × Valence

Expectancy Theory Variables

Expectancy Theory

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Clearly define objectives and the required performance to achieve them

Tie performance to rewards Be sure rewards are of value to the

employee Make sure employees believe you will do

what you say you will do Use the Pygmalion effect to increase

expectations

Motivating with Expectancy Theory

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Proposes that specific, challenging goals motivate people

Goals give people a sense of purpose as to why they are working to accomplish a given task

Goal-Setting Theory

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Singular result Specific Measurable Target date Difficult but achievable Participatively set Commitment of employees

Criteria for Objectives

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Proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways

Uses: Behavior modification Operant conditioning

Reinforcement Theory

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Positive reinforcement Encourages continued behavior via attractive

consequences (rewards) Avoidance (negative) reinforcement

Encourages desired behavior with negative consequences for undesired behavior

Types of Reinforcement

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Punishment Provides undesirable consequences for

undesirable behavior Extinction

Often used with punishment to reduce or eliminate undesirable behavior

Reinforcement is withheld when undesirable behavior is performed

However, don’t ignore good performance

Types of Reinforcement (cont.)

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Continuous reinforcement Each and every desired behavior is reinforced

Intermittent reinforcement Based on passage of time or output

– Passage of time is called an interval schedule– Output is called a ratio schedule

Schedules of Reinforcement

Intermittent Reinforcement Fixed interval schedule Variable interval scale Fixed ratio scale Variable ratio scale

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Set clear objectives Employees must understand what is expected

Select appropriate rewards Must be seen as rewards

Select the appropriate reinforcement schedule Do not reward unworthy performance Look for the positive Give sincere praise Do things for your employees

Motivating with Reinforcement

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Feedback and praise have a strong impact on performance

Can help develop a positive self-concept in employees

Can cause the Pygmalion effect Creates a win–win situation Takes only a little time Costs nothing

Giving Praise

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Giving Praise ModelSTEP 1 STEP 2 STEP 3 STEP 4

Tell the employee Tell the employee Stop for a Encourage repeatexactly what was why the behavior moment of performance.done correctly. is important. silence.

Motivation and Incentive Compensation

Certain criteria are advisable: Rewards must be linked to performance and be

measurable The rewards must satisfy individual needs The rewards should be agreed upon by the

leader and employees The rewards must be believable The rewards must be achievable

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