Do you Know Applications and Theories of Leadership?

Chapter 3 Notes

Leadership Behavior:

· By the late 1940’s leadership research had shifted from trait theory paradigm to behavioral theory paradigm.

· Focusing on what the leader says and does.

· Researchers attempted to identify behavior of effective leaders.

· Behavioral leadership theory made major contributions to leadership research.

· But it found there is no ‘one’ best style of leadership.

Leadership Behavior is Based on Traits:

· Leaders’ behavior is based on their traits and skills.

· Directly affecting their behavior and relationship with employees.

· Leading by example is important.

· Behavior is easier to learn and change than traits.

Leadership Style:

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

· While based on traits and skills, the important component of a leadership style is behavior.

· Consistent patterns of behavior characterize a leader.

Autocratic leadership style

· The autocrat makes the decisions, tells employees what to do and closely supervises workers.

Democratic leadership style

· The democrat encourages participation in decisions, allows the group to determine tasks and does not closely supervise employees.

University of Michigan Leadership Model:

· Created and used the Survey of Organizations.

· The University of Michigan Leadership Model thus identifies two leadership styles: job-centered and employee-centered.

· Job-Centered Leadership Style has scales measuring goal emphasis and work facilitation.

· Employee-Centered Leadership Style has scales measuring supportive leadership and interaction facilitation. [Being In Between.]

High-High Leader Research:

· The high-high leader has concern for both production and people, or

· Team leadership style.

· There is some support for the high-high leader style as the universal theory.

· However, it is not accepted as the one best style in all situations.

Leadership and Motivation Theories:

· Motivation is anything that affects behavior in pursuing a certain outcome.

· Through the motivation process, people go from need to motive to behavior to consequence to satisfaction or dissatisfaction. [Ups and Downs.]

Content Motivation Theories:

· Content motivation theories focus on explaining and predicting behavior based on people’s needs. Includes:

· Hierarchy of Needs Theory,

· Two-Factor Theory, and

· Acquired Needs Theory.

· The key to successful leadership is to meet the needs of employees while achieving organizational objectives.

Hierarchy of Needs Theory:

· In the 1940’s, Abraham Maslow (We will need to use his name in the dissuasions and his thoughts.) developed his hierarchy of needs theory based on these four assumptions.

1. Only unmet needs motivate.

2. People’s needs are arranged in order of importance (hierarchy) from basic to complex.

3. No motivation to fulfill a higher-level need unless the lower-level need(s) are met.

4. People have five classifications of needs.

Hierarchy of Needs:

· The hierarchy of needs theory proposes that people are motivated through five levels of needs.

1. Physiological needs – basic needs.

2. Safety needs – safety and security.

3. Belongingness needs – also called social needs.

4. Esteem needs – focuses on ego, status, self-respect.

5. Self-actualization needs – reach one’s full potential.

· Today, Maslow and others realize needs are not on a simple five-step hierarchy.

Maintenance and Motivators:

Maintenance factors:

· Also called extrinsic motivators.

· Extrinsic motivators include:

Pay,

Job security,

Working conditions,

Fringe benefits, and

Relationships.

Motivators:

· Also called intrinsic motivators.

· Intrinsic motivators include:

Achievement,

Recognition,

Challenge, and

Advancement.

· Better motivators than extrinsic factors.

Motivating Employees with Two-Factor Theory:

· Money as a motivator:

· Money will not necessarily motivate employees to work harder.

· Motivating with the Two-Factor Theory:

· Under the new paradigm, pay is important, but the best motivators are intrinsic motivators.

· Herzberg developed job enrichment, the process of building motivators into the job.

Acquired Needs Theory:

· Acquired needs theory proposes that people are motivated by their need for achievement, power, and affiliation.

Balancing Work-Life Needs:

· Work-life balance is also called work-home and work-family balance.

· Life needs a healthy balance.

· The global marketplace allows for around the clock work causing work-life conflict.

· Two things organizations are doing:

· Providing on-site day care centers, and

· Offering flextime.

· Blue-Collar: No education, skilled trade, and labor.

· White-Collar: Education, Salary, Marketing, Lawyer, and Professors.

Equity Theory:

· Equity theory proposes that people are motivated when their perceived inputs equal outputs.

· People compare their inputs and outputs to that of relevant others and conclude if they are under-rewarded, over-rewarded, or equitably rewarded.

· When inequity is perceived, employees attempt to correct the balance.

Motivating with Equity Theory:

· When employees feel under-rewarded, they are demotivated.

Expectancy Theory:

· Expectancy theory proposes that people are motivated when they believe they can accomplish the task, they will get the reward, and the rewards for doing the task are worth the effort.

Motivating with Expectancy Theory:

· These conditions result in motivation:

· Clearly defined objectives and the performance needed to achieve them,

· Tie performance to rewards,

· Be sure rewards are of value to employees,

· Make sure employees believe you will do what you say you will do, and

· Use the Pygmalion effect to increase expectations.

Goal-Setting Theory:

· Goal-setting theory proposes that specific, difficult goals motivate people.

· Writing objectives model are

(1) To + (2) action verb + (3) singular, specific, and measurable result to be achieved + (4) target date.

· Goal setting might be the most effective management tool available.

An example of mine, based on that formula above:

My aim to graduate by the fall semester in 2019, by the next semester with honorary certificate.

Giving Praise : (Important to him. Yet not for the class purpose)

· Giving praise creates a win-win situation.

· The steps in the giving praise model are (1) tell the employee exactly what was done correctly, (2) tell the employee why the behavior is important, (3) stop for a moment of silence, and (4) encourage repeat performance.