topic 2-leadership and motiv
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ObjectivesObjectivesExamine leadership with
managerial function– Planning, organizing, leading, &
controlling
Examine theoretical foundation– Motivation & Leadership theories
Practical application
Leadership Matters, Character Leadership Matters, Character MattersMatters
Influence others toward goal and achievement of those goals
Process where an individual influences others to do what s/he wants them to
“A leader is a person who has the ability to get other people to do what they don’t want to do and like it” - Harry Truman
A leader is best when people barely know he exists
Not so goodwhen people obey and acclaim him
Worse when they despise himBut of a good leader
who talks littlewhen this work is donehis aim fulfilledthey will say:“WE DID IT OURSELVES”
- Lao-tse (c. 565 B.C.)
Why do people follow? Why do people lead?Why are some people successful
and why are some unsuccessful?
– Psychological contract (Schein, 1970) and have expectations of things in return
– Influenced by how view authority and past experiences
What does it take to be a What does it take to be a leader?leader? Trust your subordinates – you can’t expect them to go all out
for you if they think you don’t believe in them Develop a vision – people want to follow someone who knows
where he or she is going Keep your cool – the best leaders show their mettle under fire Encourage risk – nothing demoralizes the troops like knowing
the slightest failure could jeopardize their entire career Be an expert – from boardroom to mailroom, everyone had
better understand that you know what you’re talking about Invite dissent – your people aren’t giving you their best … if
they are afraid to speak up Simplify – you need to see the big picture in order to set a
course, communicate it, and maintain it
Kenneth Labich – article in Fortune
What does it take to be a What does it take to be a leader?leader?
Learn from othersExpertiseCreate trustPatience, Persistence, Focus, and
PassionCommunicationCompassion and respect
10 Commandments of Leadership10 Commandments of Leadership1. Treat everyone with respect and dignity2. Set the example for others to follow3. Be active4. Maintain the highest standards of
honesty and dignity5. Insist on excellence and hold your
people accountable6. Build group cohesiveness and pride7. Show confidence in your people8. Maintain a strong sense of urgency9. Be available and visible to your staff10. Develop yourself to your highest
potential
Leadership is broader than Leadership is broader than managerial functionsmanagerial functions
Managing and leadingManager and leaderManagement and leadership
ManagementManagementGetting things done with and
through peopleGoal attainment, organizing, and
monitoring performance
Management versus Leadership
Are managers leaders?– Leaders manage– Managers lead*Yet not synonymous
Management and Management and LeadershipLeadership
Two distinctive and complementary systems
Ideal world, they’re balanced, integrated– One person is both
*A good leader needs to manage, but not always the case, sometimes more necessary than others
MANAGERS Plan, coordinate Evaluate and supervise Negotiate, budget Reality check, sets time
limits, copes with complexity
Bring order and consistency
Planning complement to direction
LEADERSFacilitate interpersonal interactionCharismaInnovate, inspireVision, communicate itAbility to change things, set direction, look at larger picture, align people, look at competition and do better and different, willing to listen and learn, sensitive to concernsGains trust, empowers, enable others to reach potential
LEADERS Innovates Is an original Develops Investigates it Focuses on people Inspires trust Has a long-range
plan Asks what and why Has eye on horizon Originates Challenges it Does the right thing
MANAGERSAdministersIs a copyMaintainsAccepts realityFocuses on system & structureRelies on controlHas short-range viewAsks how and whenHas eye on bottomImitatesAccepts status quoDoes things right
Motivation TheoriesMotivation Theories Part of leadership process by which
someone gets another to do what s/he wants to do
For this it helps to know what motivates people– Motivation – understanding the construct is
closely linked to leadership– Motivation is traced back to the 1930s
(Murray)– Simple terms – has to do with one’s
willingness to do something– Relates to need satisfaction and behavior is
goal oriented.
Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds
Abraham Maslow– Brandeis professor in the 50-60s, died in
70s– Ahead of his time– Worked with company in DelMar, CA (Non-
Linear Systems) in 1960s and noticed workers were most productive at end of the line due to fact produced a sense of accomplishment
– He coined “Enlightened Management” to describe work conditions, leading to self actualization or achievement of one’s potential (trust, teamwork, recognition)
Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds
Abraham Maslow– He found teams made better workers and
better workers made better teams Creativity flowed from ambiguity Knowledge breads knowledge
– Used term “Synergy” to describe self-reinforcing process and wrote:
“The more influence and power you give to someone else in the team situation, the more you have for yourself”
– “Business was not a “chain of links or a chain of cause and effect, but rather a web in which every part is related to every other part”
– Urged pursuit of “continued improvement”
Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds
People are motivated on the basis of five classes of needs ordered in hierarchy of power or force
Once lower order needs are satisfied externally, other levels become more important and then motivate and dominant behavior– Higher order are satisfied internally
Expectancy ModelExpectancy Model The strength of a tendency to act in a
certain way depends of the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome (Nader & Lawler)– Attractiveness – importance an individual
places on the potential outcome or reward than can be achieved on the job
– Performance – reward linkage – degree to which the individual believes that performance at a particular level will lead to the attainment of a desired outcome
– Effort – performance linkage – the perceived probability by the individual that exerting a given amount of effort will lead to performance
Expectancy ModelExpectancy ModelThe strength of a person’s
motivation to perform (effort) depends on how strongly s/he believes that s/he can achieve what is attempted
And if s/he works to achieve the goal (performance), will s/he be adequately rewarded and will that reward satisfy the goals?
Expectancy ModelExpectancy ModelMaximize pleasure and minimize
painDrives are influenced by outcome of
actionsBased on subjective assessment of
likelihood of certain outcomes – perceived outcome is the “expectancy”
David McClellandDavid McClelland Examined leadership motives and identified
three needs Need for AFFILIATION
– Desire to be liked and accepted– Stay in good terms with people
Need for ACHIEVEMENT– Desire to be challenged, enjoy risk taking– Competitive, thrive in moderate to difficult goals– Willing to assume responsibility– Seeks feedback
Need for POWER– Self-serving power– Institutionally minded power
Additional TheoriesAdditional TheoriesEquity Approach – belief individual has in
equity or fairness of rewards and punishments in determining performance and satisfaction
Goal-Setting Theory – cognitive approach that focuses on process of setting goals
Reinforcement Theory – stimulus, response, consequences, future response– Behavior Modification
Leadership TheoriesLeadership Theories Leadership – behavioral process of directing
and influencing someone toward a set of goals
Power – ability to exert influence, that is to change the attitudes or behavior of individuals or groups
Nature of Leadership A person can be an effective manager, good
planner and a fair, organized administrator, but lack the motivational skills of a leader.
Others can be effective manager, skilled at inspiring enthusiasm and devotion, but lack the managerial skills to channel the energy they arouse in others.
Leadership TheoriesLeadership TheoriesTrait Approach Behavioral Approach
– Leadership Functions– Leadership Styles
Contingency (Situational) Approaches– Hersey and Blanchard– Fiedler Model– Path-Goal
Future of Leadership Theory– Transformational or Charismatic
Trait TheoryTrait TheoryTries to identify what qualities a leader
possessesTrait – predisposition to act in a certain
way– Over time it is a relatively permanent feature
of behavior, thus behavior is relatively consistent and predictable
– Underlying assumption – LEADERS ARE BORNTwo approaches
– Compare traits who emerged as leaders with those who did not emerge
– Compare traits of effective leaders with ineffective leaders
Behavioral TheoryBehavioral Theory Trait research was unsuccessful, thus tried to
isolate behavior characteristics of effective leaders
What effective leaders WERE and what they DID Behavior can be learned, thus if supported we
could train people to be leaders and teach leadership
Several studies were done to examine leader behavior and focused on two aspects of Leadership behavior– Leadership Functions: task-related activities that
must be performed by leader to perform effectively– Leadership Styles: various patterns of behavior
favored by leaders during process of directing and influencing
Leadership StylesLeadership Styles - Ohio State- Ohio State
Low StructureAnd
High Consideration
High StructureAnd
High Consideration
Democratic
Low StructureAnd
Low Consideration
Laissez-Faire
High StructureAnd
Low Consideration
Authoritarian
(Low) Initiating Structure (High)
(Low
) C
on
sid
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tion
(H
igh
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Situational Leadership Situational Leadership TheoryTheory
Basically can’t change our style, thus better to match leader and situation– Leader-member relations (good-poor)
Degree of confidence, respect, trust workers have for leader
– Task structure (structured-unstructured)
Degree to which jobs are procedurized
– Position-power (strong-weak) Degree of influence a leader has over
promoting, hiring, and disciplinary
Situational Leadership Situational Leadership TheoryTheory
Hersey & Blanchard (1980s)– Move through Four Phases, correlated to life
cycle– Varies depending on “maturity” of followers
Desire for achievement (capacity of setting high, attainable goals)
Willingness to accept responsibility Task-related ability and experience
– As maturity levels increase, leader lessens task, increases relationship
– Then as maturity proceeds, decrease task and relationship behavior
Future of Leadership Future of Leadership TheoryTheoryTransformational or Charismatic
Leadership– Leaders who, through their personal vision
and energy, inspire followers and have a major impact on their organizations
Seeks change, proactive Innovative, creative
– Leaders who determine what followers need to do to achieve objectives, classify those requirements, and help followers become confident they can reach their objectives
Inspire others to do more than expected Raise level to self-actualization Empower others