MGMT452 "What you would do" paper
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Ch3-LeaderBehaviors-MotivationTheories-BB.pptLeadership Behavior
and Motivation
Chapter 3
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Relationships between leaders and followers are based on the leaders’ traits and attitudes (think Theory X and Y)
Relationships are good predictors of employee behavior and performance
Leadership style is the combination of traits, skills, and behaviors leaders use as they interact with followers
Leadership Behavior
and Leadership Style
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Autocratic------------------------Democratic
- Autocratic: Leader makes decisions, tells employees what to do, and closely supervises them
- Democratic: Leader encourages participation in decisions, works with employees to determine what to do, and does not closely supervise them
Source: Adapted from K. Lewin, R. Lippett, and R.K. White, 1939. “Patterns of Aggressive Behavior in Experimentally Created Social Climates.” Journal of Social Psychology 10: 271–301.
University of Iowa Leadership Styles
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Behaviors identified by Fleishman et al.:
Initiating structure behavior
Focuses on getting the task done
Consideration behavior
Focuses on meeting people’s needs and developing relationships
Ohio State University
Leadership Model (1950s)
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There is no one best leadership style in all situations (contingency approach).
There has been a consistent finding that employees are more satisfied with a leader who is high in consideration.
L’s high on consideration experience:
Less turnover and absenteeism
Fewer grievances
Which is the Best Leadership Style?
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The Managerial Grid
(Blake & Mouton, 1964)
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Is anything that affects behavior in pursuing a certain outcome
e.g., happiness, overall satisfaction
Making employees happier and healthier increases their effort, contributions, and productivity
Motivation
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Maintenance (or hygiene) factors
Extrinsic motivators
Include pay, job security, title, working conditions, benefits, and relationships
Do not typically motivate, but can lead to dissatisfaction if inadequate
Motivator factors
Intrinsic motivators
Contribute to our level of motivation
Include achievement, recognition, challenge, and advancement
Herzberg’s
Two-Factor Theory
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Ensure that the employees’ level of pay and other maintenance factors are adequate
Once employees are not dissatisfied with their pay (and other maintenance factors), they can be motivated through their jobs (intrinsic motivators)
Job enrichment
Building motivators into the job itself by making it more interesting and challenging
Motivating Employees with
Two-Factor Theory
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Has limited value as a motivator
Does not motivate long term
May motivate to a comfortable income level, then cease to be effective
Motivates only under certain task conditions
Matters more to some people than others
What’s that you say? You don’t believe me?
Money as a Motivator
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Proposes employees are motivated when their perceived inputs equal outputs in relation to comparison “other”
Equity Theory
Our inputs
(contributions)
=
Others’ input
(contributions)
Our outputs (rewards)
=
Others’ outputs
(rewards)
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Understand that equity is based on perception, which may not be correct
Reward equitably based on production
Ensure that employees understand the inputs that are required to achieve certain outputs
Make sure to reward everyone equally for the same level of inputs
Motivating with Equity Theory
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Expectancy = person’s perception of his or her ability to accomplish an objective
Instrumentality = belief that successful performance will be rewarded
Valence = the value a person places on the outcome or reward
Motivation = E x I x V or
Expectancy × Instrumentality × Valence
Expectancy Theory
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Clearly define objectives and the required performance to achieve them
Tie performance to rewards
Be sure rewards are of value to the employee (ask them what they value)
Make sure employees believe you will do what you said you would do
Motivating with Expectancy Theory
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Proposes that specific, difficult goals motivate people
Goals give people a sense of purpose as to why they are working to accomplish a given task
Goal attainment increases self-efficacy
Goal-Setting Theory
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Singular result
One end result
Specific
Exact performance expected
Measurable
Observe and measure progress
Target date
Specific completion date
Criteria for Objectives
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Employees w/ high need for achievement (n Ach)
Give them challenging tasks with clear, attainable objectives
Give them frequent performance feedback
Give them increased responsibility for doing new things
Keep out of their way
Motivating Employees with
Acquired Needs Theory
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Employees with a high need for power (n Pow)
Let them plan and control own jobs
Include them in decision making
Let them work alone rather than on teams
Assign them to a whole task rather than part of a task
Motivating Employees with
Acquired Needs Theory (cont.)
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Employees with a high need for affiliation (n Aff)
Have them work on teams
Give lots of praise and recognition
Have them train and orient new employees
Have them serve as mentors
Motivating Employees with
Acquired Needs Theory (cont.)
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Goal-setting Activity
- Think about a goal you would like to set for your followers/constituents
- Using criteria for setting goals, state the goal you would like to measure
- Be sure you address all criteria in your goal statement
