Chapter 3

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing

Chapter 3Chapter 3Leadership BehaviorLeadership Behavior

and Motivationand Motivation

Modified by:Modified by: Professor Jeffrey M. Wachtel, Ph. D.Professor Jeffrey M. Wachtel, Ph. D.

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Iowa State University Iowa State University Leadership Styles:Leadership Styles:

LLeadership style is the eadership style is the combination of traits, combination of traits, skills, and behaviors skills, and behaviors managers use as they managers use as they

interact with employeesinteract with employees. . Autocratic...........................Democratic

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DiscussionDiscussion

• Recall a present/past boss. Which of the Iowa State University leadership styles did your boss use most often? Describe the behavior of your boss.


The University of The University of MichiganMichigan

One-Dimensional Two One-Dimensional Two Leadership Styles ModelLeadership Styles Model

Job CenteredJob Centered................Employee CenteredEmployee Centered

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The Ohio State & University of The Ohio State & University of Michigan Michigan

Two-Dimensional Leadership Two-Dimensional Leadership StylesStyles

Ohio State UniversityHigh

Low Structure High Structureand andHigh Consideration High Consideration

Low Structure High Structureand andLow Consideration Low Consideration

Low

Initiating StructureLow High

OOC

O

N

S

I

D

E

R

A

T

I

O

N

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Do you think a manager has to be concerned with both Do you think a manager has to be concerned with both production and with people ?production and with people ?

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““Although there is no one best Although there is no one best leadership style leadership style in all situations, in all situations, employees are employees are more satisfied more satisfied with a leader who is with a leader who is high in high in consideration.”consideration.”


• Both of the leadership functions do not have to be carried out by the manager!


Blake, Mouton, and McCanse Blake, Mouton, and McCanse Leadership GridLeadership Grid

CCOONNCCEERRNN--PPEEOOPPLLEE

1 CONCERN for PRODUCTIONCONCERN for PRODUCTION 9Low High

Low

High1,9Country Club

1,1 9,1

9,9

5,5

Impoverished

Team Leader

Middle of the Road

Authority-Compliance

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Major Motivation TheoriesMajor Motivation Theories

Classification of Motivation

Theories

1.1.Content Motivation Content Motivation theoriestheories

2.2.Process Motivation Process Motivation TheoriesTheories

3.3.Reinforcement TheoryReinforcement Theory

Specific Motivation Theory

a. Hierarchy of needs theory, ERG

b. Two-factor theoryc. Acquired needs

theory

a. Equity theory b. Goal-setting

theoryc. Expectancy theory

Type of Reinforcement a. Positiveb. Avoidancec. Extinctiond. Punishment

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The Motivation ProcessThe Motivation Process

Need Motive Behavior Consequence Satisfaction or Dissatisfaction

FeedbackFeedback

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Hierarchy ofNeeds or ERG

Two-Factor

Acquired Needs

33Content Content

MotivationMotivationTheoriesTheories

33Content Content

MotivationMotivationTheoriesTheories

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Self-Actualization

Esteem

Social

Safety

Physiological

Hierarchy of Needs TheoryHierarchy of Needs Theory

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Alderfer’s ERG Theory Alderfer’s ERG Theory Alderfer’s ERG Theory Alderfer’s ERG Theory

ExistenceExistenceExistenceExistence GrowthGrowth

RelatednessRelatednessRelatednessRelatedness

ExistenceExistenceExistenceExistence

ฉPrentice Hall, 2001

Chapter 6 5

3 Need Levels3 Need LevelsGrowthGrowth

Growth (Esteem)Growth (Esteem)

Relatedness (Social)Relatedness (Social)

Existence (Safety)Existence (Safety)

Existence (Physiological)Existence (Physiological)


Herzberg’s Hygiene-MotivatoHerzberg’s Hygiene-Motivator Two-Factor Theoryr Two-Factor Theory

Herzberg’s Hygiene-MotivatoHerzberg’s Hygiene-Motivator Two-Factor Theoryr Two-Factor Theory

Hygiene FactorsHygiene Factors Motivational FactorsMotivational Factors

• Rate of pay•Quality of supervision• Company policies• Working conditions• Relations with others• Job security

• Rate of pay•Quality of supervision• Company policies• Working conditions• Relations with others• Job security

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

High HighJob Dissatisfaction Job Satisfaction0


Two Factor Theory Two Factor Theory • Motivating Employees with Two-Factor

Theory. Under the old management paradigm, money (and other extrinsic motivators) was considered the best motivator. Under the new leadership paradigm, pay is important but matters more to some people, but it is not the best motivator; intrinsic motivators are. Herzberg developed job enrichment (the process of building motivators into the job itself by making it more interesting and challenging) that has been used successfully to motivate employees to higher levels of performance at many organizations


Acquired Needs TheoryAcquired Needs Theory(employees are motivated by their need for:)(employees are motivated by their need for:)

AffiliationAffiliation

PowerPower

AchievementAchievement

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Motivating Employees with a Motivating Employees with a High n Ach:High n Ach:

• Give them non-routine, challenging tasks in which there are clear attainable objectives. Give them fast and frequent feedback on their performance. Continually give them increased responsibility for doing new things. Keep out of their way.


Motivating Employees with a Motivating Employees with a High n Pow: High n Pow:

• Let them plan and control their jobs as much as possible. Try to include them in decision making, especially when they are affected by the decision. They tend to perform best alone rather than as team members. Try to assign them to a whole task rather than just a part of a task.


Motivating Employees with Motivating Employees with High n Aff: High n Aff:

• Be sure to let them work as part of a team. They derive satisfaction from the people they work with rather than the task itself. Give them lots of praise and recognition. Delegate responsibility for orienting and training new employees to them. They make great buddies and mentors.


Equity TheoryEquity Theory

= Others’ input (contributions)

Others’ outcomes (rewards)

Our inputs (contributions)

=Our outcomes (rewards)

(proposed that employees are motivated when (proposed that employees are motivated when their perceived inputs equal outputs.)their perceived inputs equal outputs.)

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Ratio Comparison*

Employee’sPerception

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes B

Inputs B

<

=

>

Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B is a relevant other or referent.

Equity TheoryEquity Theory


Expectancy TheoryExpectancy Theory Proposes that

employees are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort.

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Expectancy Theory

3. Rewards-personal goals relationship

1. Effort-performance relationship

2. Performance-rewards relationship

IndividualIndividualEffortEffort

IndividualIndividualPerformancePerformance

PersonalPersonalGoalsGoals

OrganizationalOrganizationalRewardsRewards

1 2

3


You Get WhatYou Get WhatYouYouReinforceReinforce

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Reinforcement Theory Reinforcement Theory

ConsequencesConsequences

RewardsRewards

No RewardsNo Rewards

PunishmentPunishment

BehaviorBehavior


• SpecificitySpecificity

• ChallengeChallenge

• FeedbackFeedback

• ParticipationParticipation

• CommitmentCommitment

• ProductivityProductivity

Goal-Setting TheoryGoal-Setting Theory: : LockeLocke

Chapter 3

Documents

skill development

growth needs

survival needs

new leadership paradigm

following hierarchy

higher need

high n aff

job enrichment