When we last met… 1. Emphasized why Human Resource Management is so important to the organization and to all managers. 2. Discussed environmental factors.

When we last met…When we last met…

1.1. Emphasized why Human Resource Emphasized why Human Resource Management is so important to the Management is so important to the organization and to all managers.organization and to all managers.

2.2. Discussed environmental factors Discussed environmental factors affecting HRM.affecting HRM.

3.3. Went through all eight key process steps Went through all eight key process steps in HRM.in HRM.

4.4. Looked at some contemporary issues in Looked at some contemporary issues in Human Resource Management.Human Resource Management.

1-1-11

This Week’s ObjectivesThis Week’s Objectives

1-1-22

1.1. Consider Leadership: Theories, Consider Leadership: Theories, approaches, power and genderapproaches, power and gender

2.2. Look at Motivation: Theories and Look at Motivation: Theories and current issuescurrent issues

3.3. Look at Teams: What are teams, Look at Teams: What are teams, stages in development, conflict stages in development, conflict managementmanagement

Chapter 12Chapter 12LeadershipLeadership

Chapter 12, Stephen P. Robbins, Mary Coulter, Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, and Nancy Langton, Management, Management, Ninth Ninth

Canadian EditionCanadian EditionCopyright © 2009 Pearson Education CanadaCopyright © 2009 Pearson Education Canada

12-12-33

The Question…The Question…

Leadership: Leadership: What’s the big deal?What’s the big deal?

1-1-44

What is it?What is it?

Numerous perspectives. The commonality Numerous perspectives. The commonality in definitions:in definitions:

A process whereby intentional influence is A process whereby intentional influence is exerted by one person over other people to exerted by one person over other people to guide, structure, and facilitate activities and guide, structure, and facilitate activities and relationships in a group or organization. relationships in a group or organization. (Yukl, (Yukl, Leadership in Organizations, 2006)Leadership in Organizations, 2006)

12-12-55

Early Leadership TheoriesEarly Leadership Theories

Trait Theories (1920s–30s)Trait Theories (1920s–30s)Research that focused on identifying personal Research that focused on identifying personal

characteristics that differentiated leaders from characteristics that differentiated leaders from nonleaders was unsuccessfulnonleaders was unsuccessful

Later research on the leadership process Later research on the leadership process identified seven traits associated with identified seven traits associated with successful leadership:successful leadership:



12-12-66

Exhibit 12.2 Seven Traits Associated Exhibit 12.2 Seven Traits Associated with Leadershipwith Leadership

DriveDriveDesire to leadDesire to leadHonesty and integrityHonesty and integritySelf-confidenceSelf-confidence IntelligenceIntelligenceJob-relevant knowledgeJob-relevant knowledgeExtraversionExtraversion



12-12-77

Exhibit 12.3 Behavioural Theories of LeadershipExhibit 12.3 Behavioural Theories of Leadership

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Management, Ninth Canadian EditionNinth Canadian Edition

Copyright © 2009 Pearson Education CanadaCopyright © 2009 Pearson Education Canada

12-12-88

Exhibit 12.4 The Managerial GridExhibit 12.4 The Managerial Grid



12-12-99

Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.

Contingency Theories of LeadershipContingency Theories of Leadership

The Fiedler ModelThe Fiedler Model Effective group performance depends upon the Effective group performance depends upon the

match between the leader’s style of interacting with match between the leader’s style of interacting with followers and the degree to which the situation followers and the degree to which the situation allows the leader to control and influenceallows the leader to control and influence

Assumptions:Assumptions:Different situations require different leadership Different situations require different leadership

styles styles Leaders do not readily change leadership stylesLeaders do not readily change leadership styles

Matching the leader to the situation or changing the situation to Matching the leader to the situation or changing the situation to make it favourable to the leader is requiredmake it favourable to the leader is required



12-12-1010

Contingency Theories…Contingency Theories…

Consider the situation and factors Consider the situation and factors about both leaders and followers. about both leaders and followers. Example, in Fiedler’s Theory, they Example, in Fiedler’s Theory, they look at:look at:

Leader-member relationsLeader-member relations Task structureTask structure



12-12-1111

Hersey and Blanchard’s Situational Hersey and Blanchard’s Situational

Leadership Theory (SLT)Leadership Theory (SLT)

Creates four specific leadership styles Creates four specific leadership styles incorporating Fiedler’s two leadership incorporating Fiedler’s two leadership dimensions:dimensions:

Telling: high task–low relationship leadershipTelling: high task–low relationship leadershipSelling: high task–high relationship leadershipSelling: high task–high relationship leadershipParticipating: low task–high relationship leadershipParticipating: low task–high relationship leadershipDelegating: low task–low relationship leadershipDelegating: low task–low relationship leadership



12-12-1212

Exhibit 12.7 Hersey and Blanchard’s Situational Exhibit 12.7 Hersey and Blanchard’s Situational Leadership ModelLeadership Model



12-12-1313

Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.

S3 S2

S4 S1

STYLE OF LEADER

Task Behaviour

High

Low High

High relationshipand low task

High task andhigh relationship

Low relationshipand low task

Moderate

Follower Readiness

LowHigh

Ableand

willing

Ableand

unwilling

Unableand

willing

Unableand

unwilling

R4 R3 R2 R1

High task andlow relationship

The Traditional Approach to LeadershipThe Traditional Approach to Leadership

TransactionalTransactional

Guide or motivate followers in the direction Guide or motivate followers in the direction of established goals by clarifying role and of established goals by clarifying role and task requirementstask requirements

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Management, Ninth Ninth Canadian EditionCanadian Edition


12-12-1414

Cutting-Edge Approaches to LeadershipCutting-Edge Approaches to Leadership

TransformationalTransformational

Inspire followers to go beyond their own Inspire followers to go beyond their own self-interests for the good of the self-interests for the good of the organization. Have a profound and organization. Have a profound and extraordinary effect on their followers.extraordinary effect on their followers.

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Management, Ninth Ninth Canadian EditionCanadian Edition


12-12-1515

Transformational: CharismaticTransformational: Charismatic

Charismatic LeadershipCharismatic LeadershipAn enthusiastic, self-confident leader whose An enthusiastic, self-confident leader whose

personality and actions influence people to personality and actions influence people to behave in certain waysbehave in certain ways

Characteristics of charismatic leaders:Characteristics of charismatic leaders:Have a visionHave a visionAre able to articulate the visionAre able to articulate the visionAre willing to take risks to achieve the visionAre willing to take risks to achieve the visionAre sensitive to the environment and to follower Are sensitive to the environment and to follower

needsneedsExhibit behaviours that are out of the ordinaryExhibit behaviours that are out of the ordinary



12-12-1616

Transformational: VisionaryTransformational: Visionary

Visionary LeadershipVisionary LeadershipA leader who creates and articulates a A leader who creates and articulates a

realistic, credible, and attractive vision of the realistic, credible, and attractive vision of the future that improves upon the present situationfuture that improves upon the present situation

Visionary leaders have the ability to:Visionary leaders have the ability to:Explain the vision to othersExplain the vision to othersExpress the vision not just verbally but through Express the vision not just verbally but through

behaviourbehaviourExtend or apply the vision to different leadership Extend or apply the vision to different leadership

contextscontexts



12-12-1717

Gender Differences and LeadershipGender Differences and Leadership

Research FindingsResearch FindingsMales and females use different styles:Males and females use different styles:

Women tend to adopt a more democratic or Women tend to adopt a more democratic or participative style unless in a male-dominated participative style unless in a male-dominated jobjob

Women tend to use transformational Women tend to use transformational leadershipleadership

Men tend to use transactional leadershipMen tend to use transactional leadership



12-12-1818

Exhibit 12.12 Where Female Exhibit 12.12 Where Female Managers Do Better: A ScorecardManagers Do Better: A Scorecard



12-12-1919Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

Noneof the five studies set out to find gender differences. They stumbled on them whilecompiling and analyzing performance evaluations.

Skill(Each check mark denotes which groupscored higher on the respective studies)

* In one study, women’s and men’s scores in these categories were statistically even.

MEN WOMEN

Motivating Others

Fostering Communication

Producing High-Quality Work

Strategic Planning

Listening to Others

Analyzing Issues

*

*

*

Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, PersonnelDecisions International Inc., Advanced Teamware Inc.

Managing PowerManaging Power

Legitimate powerLegitimate power The power a leader has as The power a leader has as

a result of his or her a result of his or her positionposition

Coercive powerCoercive power The power a leader has to The power a leader has to

punish or controlpunish or control

Reward powerReward power The power to give positive The power to give positive

benefits or rewardsbenefits or rewards

Expert powerExpert power The influence a leader can The influence a leader can

exert as a result of his or exert as a result of his or her expertise, skills, or her expertise, skills, or knowledgeknowledge

Referent powerReferent power The power of a leader that The power of a leader that

arises because of a arises because of a person’s desirable person’s desirable resources or admired resources or admired personal traitspersonal traits



12-12-2020

Empowering EmployeesEmpowering Employees

EmpowermentEmpowerment Involves increasing the decision-making Involves increasing the decision-making

discretion of workersdiscretion of workersWhy empower employees?Why empower employees?

Quicker responses to problems and faster Quicker responses to problems and faster decisionsdecisions

Relieves managers to work on other problemsRelieves managers to work on other problems



12-12-2121

Chapter 13Chapter 13

Motivating EmployeesMotivating Employees



13-13-2222


How do I get people to do How do I get people to do stuff?stuff?

1-1-2323

What Is Motivation?What Is Motivation?

The processes that account for an individual’s willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need

Effort: a measure of intensity or driveEffort: a measure of intensity or driveDirection: toward organizational goalsDirection: toward organizational goalsNeed: personalized reason to exert effortNeed: personalized reason to exert effort

Motivation works best when individual needs Motivation works best when individual needs are compatible with organizational goalsare compatible with organizational goals



13-13-2424

Exhibit 13.1 The Motivation ProcessExhibit 13.1 The Motivation Process



13-13-2525

Unsatisfied Need Tension Effort Satisfied Need Tension Reduction

• Intensity• Direction• Persistence

Early Theories of MotivationEarly Theories of Motivation Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory

Needs were categorized as five levelsNeeds were categorized as five levelsIndividuals must satisfy lower-order needs Individuals must satisfy lower-order needs

before they can satisfy higher order needsbefore they can satisfy higher order needsSatisfied needs will no longer motivateSatisfied needs will no longer motivateMotivating a person depends on knowing at Motivating a person depends on knowing at

what level that person is on the hierarchywhat level that person is on the hierarchy

Hierarchy of needsHierarchy of needsLower-order (external): physiological, safetyLower-order (external): physiological, safetyHigher-order (internal): social, esteem, self-Higher-order (internal): social, esteem, self-

actualizationactualizationChapter 13, Stephen P. Robbins, Mary Coulter, Chapter 13, Stephen P. Robbins, Mary Coulter,

and Nancy Langton, and Nancy Langton, Management, Management, Ninth Ninth Canadian EditionCanadian Edition


13-13-2626

Exhibit 13.2 Maslow’s Hierarchy of NeedsExhibit 13.2 Maslow’s Hierarchy of Needs



13-13-2727

Self-Actualization

Esteem

Social

Safety

Physiological

Early Theories of MotivationEarly Theories of Motivation

McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory YTheory XTheory X

Employees have little ambition, dislike work, avoid Employees have little ambition, dislike work, avoid responsibility, and require close supervisionresponsibility, and require close supervision

Theory YTheory YEmployees can exercise self-direction, desire Employees can exercise self-direction, desire

responsibility, and like to workresponsibility, and like to workMotivation is maximized by participative Motivation is maximized by participative

decision making, interesting jobs, and good decision making, interesting jobs, and good group relationsgroup relations



13-13-2828

Designing Motivating JobsDesigning Motivating Jobs

Job DesignJob Design How tasks can be combined to form complete jobsHow tasks can be combined to form complete jobs Factors influencing job design:Factors influencing job design:

Changing organizational environment/structureChanging organizational environment/structure The organization’s technologyThe organization’s technology Employees’ skills, abilities, and preferencesEmployees’ skills, abilities, and preferences

Job enlargementJob enlargement Increasing the scope (number of tasks) in a jobIncreasing the scope (number of tasks) in a job

Job enrichmentJob enrichment Increasing responsibility and autonomy (depth) in a jobIncreasing responsibility and autonomy (depth) in a job



13-13-2929

Job Characteristics Model (JCM)Job Characteristics Model (JCM)

A framework for designing motivating jobsA framework for designing motivating jobs Five primary job characteristics:Five primary job characteristics:

1.1. Skill variety: how many skills and talents are Skill variety: how many skills and talents are needed?needed?

2.2. Task identity: does the job produce a complete Task identity: does the job produce a complete work?work?

3.3. Task significance: how important is the job?Task significance: how important is the job?

4.4. Autonomy: how much independence does the Autonomy: how much independence does the jobholder have?jobholder have?

5.5. Feedback: do workers know how well they are Feedback: do workers know how well they are doing?doing?



13-13-3030

Motivation, Perception, and BehaviourMotivation, Perception, and Behaviour

Expectancy TheoryExpectancy Theory Individuals act based on the expectation that a Individuals act based on the expectation that a

given outcome will follow and whether that given outcome will follow and whether that outcome is attractiveoutcome is attractive

Key is understanding the relationship between: Key is understanding the relationship between: Effort: employee abilities and Effort: employee abilities and

training/developmenttraining/developmentPerformance: valid appraisal systemsPerformance: valid appraisal systemsRewards (goals): understanding employee Rewards (goals): understanding employee

needsneedsChapter 13, Stephen P. Robbins, Mary Coulter, Chapter 13, Stephen P. Robbins, Mary Coulter,



13-13-3131

Motivation, Perception, and BehaviourMotivation, Perception, and Behaviour

Expectancy RelationshipsExpectancy RelationshipsExpectancy (effort-performance linkage)Expectancy (effort-performance linkage)

The perceived probability that an individual’s effort The perceived probability that an individual’s effort will result in a certain level of performancewill result in a certain level of performance

InstrumentalityInstrumentalityThe perception that a particular level of The perception that a particular level of

performance will result in attaining a desired performance will result in attaining a desired outcome (reward)outcome (reward)

ValenceValenceThe attractiveness/importance of the performance The attractiveness/importance of the performance

reward (outcome) to the individualreward (outcome) to the individual



13-13-3232

Expectancy Theory Example

Expectancy

Effort Performance Link

E=0

No matter how much effort I put in, probably not possible

to memorize the text in 24 hours

Instrumentality

Performance Rewards Link

I=0

My professor does not looklike someone who has $1 million

Valence

Rewards Personal Goals Link

V=1

There are a lot of wonderful things I could do with $1 million

My professor offers me $1 million if I memorize the textbook by tomorrow morning.

Conclusion: Though I value the reward, I will not be motivated to do this task.

Current Issues in MotivationCurrent Issues in Motivation

Motivating Unique Groups of WorkersMotivating Unique Groups of WorkersMotivating a diverse workforce through Motivating a diverse workforce through

flexibility:flexibility:

Example:Example:Men desire more autonomy than do womenMen desire more autonomy than do womenWomen desire learning opportunities, flexible work Women desire learning opportunities, flexible work

schedules, and good interpersonal relationsschedules, and good interpersonal relations



13-13-3434

Other Challenges in MotivationOther Challenges in Motivation

Motivating Professionals Motivating Professionals - Loyalty is to their - Loyalty is to their profession, not to the employer) profession, not to the employer)

Motivating in a Unionized Environment Motivating in a Unionized Environment – – Collective agreement provides constraints to the Collective agreement provides constraints to the relationshiprelationship

Motivating in the Public Sector Motivating in the Public Sector – Outcome – Outcome measures are harder to definemeasures are harder to define

Motivating low-skilled, minimum-wage Motivating low-skilled, minimum-wage workersworkers

Motivating contract/contingent workersMotivating contract/contingent workersChapter 13, Stephen P. Robbins, Mary Coulter, Chapter 13, Stephen P. Robbins, Mary Coulter,



13-13-3535

Chapter 14Chapter 14Understanding Groups and TeamsUnderstanding Groups and Teams



14-14-3636


How come working with How come working with other people isn’t always other people isn’t always

easier than working alone?easier than working alone?

1-1-3737

Understanding GroupsUnderstanding Groups

GroupGroupTwo or more interacting and interdependent Two or more interacting and interdependent

individuals who come together to achieve individuals who come together to achieve particular goals (could be formal or informal)particular goals (could be formal or informal)

Teams – a specific instance of a groupTeams – a specific instance of a groupDesigned to focus on Designed to focus on aachieving a specific,chieving a specific,

common goalcommon goal understanding the benefits of understanding the benefits of the the synergy, accountability, and skills involvedsynergy, accountability, and skills involved



14-14-3838

Stages in Team DevelopmentStages in Team DevelopmentFormingForming

Members join and begin Members join and begin the process of defining the the process of defining the group’s purpose, group’s purpose, structure, and leadershipstructure, and leadership

StormingStorming Intragroup conflict occurs Intragroup conflict occurs

as individuals resist as individuals resist control by the group and control by the group and disagree over leadershipdisagree over leadership

NormingNorming Close relationships Close relationships

develop as the group develop as the group becomes cohesive and becomes cohesive and establishes its norms for establishes its norms for acceptable behaviouracceptable behaviour

PerformingPerforming A fully functional group A fully functional group

structure allows the structure allows the group to focus on group to focus on performing the task at performing the task at handhand

AdjourningAdjourning The group prepares to The group prepares to

disband and is no longer disband and is no longer concerned with high concerned with high levels of performancelevels of performance



14-14-3939

Conflict ManagementConflict Management

ConflictConflictThe perceived incompatible differences in a The perceived incompatible differences in a

group resulting in some form of interference group resulting in some form of interference with or opposition to its assigned taskswith or opposition to its assigned tasksTraditional view: conflict must it avoidedTraditional view: conflict must it avoidedHuman relations view: conflict is a natural and Human relations view: conflict is a natural and

inevitable outcome in any groupinevitable outcome in any groupInteractionist view: conflict can be a positive force Interactionist view: conflict can be a positive force

and is absolutely necessary for effective group and is absolutely necessary for effective group performanceperformance



14-14-4040

Exhibit 14.6 Exhibit 14.6 Conflict and Conflict and

Group Group PerformancePerformance



14-14-4141

Situation

Level ofGroup

Performance

Low

High

Level of ConflictLow High

A CB

A CB

Level of Conflict

Group'sInternalCharacteristics

Type of Conflict

Low or none Optimal High

Dysfunctional Functional Dysfunctional

ApatheticStagnant

Unresponsive to ChangeLack of New Ideas

ViableSelf-CriticalInnovative

DisruptiveChaotic

Uncooperative

Level of GroupPerformance

Low High Low

Conflict ManagementConflict Management

Categories of ConflictCategories of ConflictFunctional conflictsFunctional conflictsDysfunctional conflictsDysfunctional conflicts

Types of ConflictTypes of ConflictTask conflict: content and goals of the workTask conflict: content and goals of the workRelationship conflict: interpersonal Relationship conflict: interpersonal

relationshipsrelationshipsProcess conflict: how the work gets doneProcess conflict: how the work gets done



14-14-4242

Exhibit 14.7 Conflict Exhibit 14.7 Conflict Resolution Resolution TechniquesTechniques



14-14-4343

Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2nd ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission

Uncooperative Cooperative

Cooperativeness

Avoiding

Forcing

Accommodating

Collaborating

Compromising

Resolving conflicts byeach party's giving upsomething of value.

Resolving conflicts bywithdrawing from orsuppressing them.

Resolving conflicts bysatisfying one’s ownneeds at the expense

of another’s.

Resolving conflicts byseeking an advantageoussolution for all parties.

Resolving conflicts byplacing another’s needs

and concerns aboveyour own.

• Avoidance Accommodation Forcing Compromise Collaboration

This Week’s Summary This Week’s Summary

1.1. Quick review of the evolution of Quick review of the evolution of leadership thinkingleadership thinking

2.2. Also discussed power and gender in Also discussed power and gender in leadershipleadership

3.3. Looked at Motivation: Theories and Looked at Motivation: Theories and current issuescurrent issues

4.4. Looked at Teams: What are teams and Looked at Teams: What are teams and what do they go throughwhat do they go through

5.5. A quick consideration of conflict A quick consideration of conflict managementmanagement 1-1-4444

Exhibit 13.8 Simplified Expectancy ModelExhibit 13.8 Simplified Expectancy Model



13-13-4545

C

B

IndividualEffort

IndividualPerformance

OrganizationalRewards

IndividualGoals

A

A

B C

= Effort-performance linkage

= Performance-reward linkage

= Attractiveness of reward

When we last met… 1. Emphasized why Human Resource Management is so important to the organization and to all managers. 2. Discussed environmental factors.

Documents

leadership process

successful leadership

question leadership

conflict management

canadian edition copyright

pearson education canada

nancy langton

mary coulter