motivating & leading
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MOTIVATING & LEADING
Lecture: Endah Ibrahim
Content
Name ID
Motivating
Weilong Wang 14393574
Ziyue Ouyang 14462377
Ziyu Wang 14453096
Leading
Bing Dai 14236637
Han Li 14236734
Daniel Truong 14018932
Key Concepts
Work Motivation-Forces within an individual that account for the level direction, and persistence of effort expended at work.
Reward Extrinsic Reward: valued outcome given to someone
by another person; motivation originates outside the individual.
Intrinsic Reward: valued outcome that occurs naturally as a person works on a task; motivation originates from inside the individual.
“Needs theory”
Maslow Abraham 1970 Hierarchy of needs theory
Alderfer Clayton 1972 Existence-Relatedness-Growth (ERG) theory
“Needs theory”
Herzberg Gerhard 1904-1999 Motivation-hygiene theory (1967)
Mcclelland David 1917-1998 Acquired needs theory (1961)
“Needs theory”
Human needs and how people with different needs may respond to different work situations.
Maslow’s Hierarchy of Needs
“Reward Theory”
John S. Adams1963
Equity theory
Victor H. Vroom1964
Expectancy theory
Edwin A. Locke1984
Goal-setting theory
“Reward Theory”
People give meaning to reward and respond with various work-related behaviour; focus on how motivation is energised and sustained.
Adam's equity theory
Differences
Work Motivation Reward
Application in real life
Maslow’s Hierarchy of Needs
Abraham Maslow Hierarchy of Needs 1943 Used in the business Deal with people Most often displayed as a pyramid
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
1 Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep2. Safety needs - protection from elements, security, order, law, limits, stability3. Social Needs - Belongingness and Love, - work group, family, affection, relationships4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences
Two categories
Deficiency needs that include the physiological, security, social and esteem needs
Growth needs are different in that they don’t stem from a lack of something. Instead they stem from a desire to grow as a person
Impact on Management & Business
Motivate employees, vendors, clients and customers
Managers can harness the power of physiological needs by providing wages that are sufficient for employees to purchase their basic needs
Companies can develop products to help satisfy particular needs, and they can also focus on particular needs as a way to market and sell something
Equity Theory
Consider following situation:
An NBA basketball player negotiated a 5-year, $30 million contract. In year 3, the player has a great season and says that he wants to re-negotiate his contract or he will sit out the next season.
Explain why this is happening?
What is Equity?
When individuals think their inputs are rewarded according to their outputs and is equal to others around them, they are satisfied. But when they notice others are getting more recognition and rewards, in spite of doing the same amount of work, they become dissatisfied. This leads to feelings of unworthiness and under-appreciation. When all employees are rewarded equally, the general feeling about the organization becomes fair and appreciable.
Equity Theory Adams (1963)
Equity theory helps propose the idea about individuals who think of themselves as over-rewarded or under-rewarded because every individual employee feels his contribution and work needs to be rewarded with equal pay. These individuals will experience distress that tries to restore balance. If the employees feels underpaid, they will come under distress and feel hostile towards the company. To avoid this feeling of hostility, equity theory comes into play.
Therefore, this theory helps us understand how our values influence our motivation
Application of Equity Theory of Motivation
Managers should consider Adam's Equity Theory when a manager is striving to achieve employee satisfaction, motivation levels Therefore, he should consider the balance and imbalance that is seen in the inputs and outputs of the employee.
Input is the contribution made on the part of the employee. This input helps determine his/her reward or pay. Outputs are the tangible and intangible rewards or pay given to an individual based on his/her inputs.
Inputs are typically
effort loyalty hard work commitment skill ability adaptability
flexibility tolerance determination heart and soul enthusiasm support of colleagues and
subordinates personal sacrifice, etc.
Outputs are typically all financial rewards
pay salary expenses perks benefits pension arrangements
bonus and commission Recognition Reputation Interest development, sense of achievement and
advancement
Equity theory has five key parts
1. People hold beliefs about their inputs and outcomes.
2. People compare themselves to a referent other.
3. People form beliefs about others’ inputs and outcomes.
4. People compare their input/outcome ratio with other’s input/outcome ratios.
5. Perceptions of inequity motivate behaviour to restore equity.
People’s reactions when they compare themselves with each others.
Overpayment InequityOutcomes(self) / Inputs (self) > Outcomes (other) / Inputs (other)
Underpayment InequityOutcomes(self) / Inputs (self) < Outcomes (other) / Inputs (other)
Equitable payment-Outcomes(self) / Inputs (self) = Outcomes (other) / Inputs (other)
How employees correct inequity feelings
Management Leadership
Leading is the process of arousing enthusing enthusiasm and directing efforts toward organisation
Leadership refers to influencing, motivating and enabling others to contribute toward the effectiveness and success of organisations of which they are members.
The nature of leadership Visioning, Power, Ethics, Empowerment
Power & Influence Sources of Power
Source Type Influence on others
Coercive Position
The ability to impose sanction or punishment to gain compliance
Reward Position
The ability to provide reward or recognition to gain compliance
Legitimate
Position
The right to influence the activities of others based on job title or position
Expert Personal
Respect gained based on skills, expertise or experience
Referent Personal
Positive personal traits or integrity.
Power & Influence
Visioning & Empowerment
Visionary leadership -a leader who bring to the situation a clear and compelling sense of future, and an understanding of the action needed to get there successfully
Empowerment
-distributes decision-making power through an organisation
Trait Theory & Behavioural Theories
Trait Theory Behavioural Theories
•Emotional Intelligence• Integrity• Drive• Leadership Motivation• Self-Confidence• Intelligence• Knowledge of the Business
Four Leadership Styles:
•Exploitative authoritative• Benevolent authoritative• Consultative (democratic)• Participative
Fiedler's Contingency Theory
Hersey & Blanchard situational leadership model
Leadership Pipeline model
Current CEO: Ren Zhengfei
HUAWEI’s Leadership style- “Wolf Culture” “Enterprise needs to develop a team of wolves. Wolves have three
characteristics. First is acute sense of smell; second is persist to attack regardless of personal safety; third is work as a team to battle. If enterprise wants to extend its business, it must require these three characteristics”
Management vs. Leadership
Management Leadership
Carrying out set tasks Carrying out tasks the right way
Achieving planned outcomes/goals
Creating visions for the future
Working within organisational boundaries
Working beyond organisational boundaries
Efficiency Effectiveness
Planning, organising, controlling, coordinating
Managing theirselves, recognising and rewarding, communicating meaning and importance of visions
Having responsibility Mobilising resources
Focus on objects – producing and selling goods and services
Focus on people- inspiring and motivating followers
Management vs. Leadership
Leadership as an enabling process
Not a “single leader”
Collective leadership due to management
Leaders
Organisations need good leaders in order to face new challenges continually appearing in today’s world
Charismatic leaders Transformational leadership Transactional leadership Moral leadership Authentic leadership
Transformational leadership
Clear vision of destination Charismatic Courageous Gentry Empowerment Lifelong learning Relationships Coach/mentor Encourage
innovation/creativity/problem solving
Transactional leadership
Run organisation smoothly
Exchange model Contingent reward strategies
Follow rules and procedures
Focus on specific goals
Conclusion
Work motivation Reward
Extrinsic reward Intrinsic reward
Maslow’s hierarchy needs of theory Impact on organization management
Adam's equity theory
Conclusion
Leading directing efforts
Leadership influencing and motivating
Sources of power coercive, reward, legitimate, expert and referent
Emotional intelligence Leadership styles
directing, coaching, supporting and delegating Collective leadership Charismatic leaders
References
Adams, S., freedman, S. 1976. Equity theory revisited: Towards general theory of social interaction. Advances in Experimental Social Psychology, 9, 421- 436.Batul, B. 2012. Equity Theory of Motivation. http://www.buzzle.com/articles/equity-theory-of-motivation.html (assessed in 15 May 2013)Adams, J. 1965. Inequity in social exchange. In L. Berkowitz (Ed.), advances inexperimental psychology pp. 267-299. New York: Academic Press.Shaffer, L. 1974. Pay, performance, and equity: An empirical study and Extension ofAdams’ inequity theory. PH.D. dissertation. Norman, Oklahoma.Huawei The company that spooked the world. 2012. The Economist. http://www.economist.com/node/21559929Managing: Knowing When You’re Doing It Right. 2009. Waybridge Associates. http://waybridge.com/tag/adair-model/Maslow, Abraham H. 1954, Motivation and Personality, New York: HarDer and Row.Maslow, Abraham H.1943, A theory of human motivation. Psychological Review,50, 370-396.
References
Borgelt, Karen and Ian Falk. 2007. “The leadership/management conundrum: innovation or risk management?” Leadership & Organisation Development Journal 28 (2): 125. http://search.proquest.com.dbgw.lis.curtin.edu.au/docview/226916480/fulltextPDF/13E2A7016AF3CE49B2/2?accountid=10382
Mcinernery, S. 2011. Steve Jobs: an unconventional leader.. http://www.smh.com.au/executive-style/management/steve-jobs-an-unconventional-leader-20111007-1lcmo.html
Moriarty,T. 7 Sources of leadership power. http://www.plantservices.com/articles/2011/06-Human-Capital-leadership-power.htmlProfile: Ren Zhengfei, CEO and Founder of Huawei. 2012. Silu. https://www.silu.com/articles/216-profile-ren-zhengfei-ceo-and-founder-of-huawei
Schermerhorn, John R, Davidson Paul, Poole David, Simon Alan, Woods Peter, and Chau So Ling. 2011. Management Foundation and Application 1st Asia-Pacific edition. Milton, Qld: John Wiley & Sona Australian, Ltd.
Situational Leadership Theory VS Contingency Theory. 2012. Innovative Style. http://htminnovativestyle.wordpress.com/2012/02/24/situational-leadership-theory-vs-contingency-theory
Wahba, Mahmoud A. and Lawrence G. Bridwell (1976), "Maslow Reconsidered: A Review of Research on the Need Hierarchy Theory," Organizational Behavior and Human Performance, 5, 212-240.