Reflective essay

Office | Faculty | Department1 |

Fellowship, Motivation and Empowerment

WEEK 8

Dr Edward Kachab

Sept 19th

Office | Faculty | Department2 |

Group Presentation

Impossible Dream

Group 3

Georgina Mullins

Breanna Weller

Presentation (30 min)

Q&A (10 min)

Fellowship, Motivation and Empowerment

Office | Faculty | Department3 |

Fellowship, Motivation and Empowerment

Office | Faculty | Department4 |

Learning Objectives

Effectively manage both up and down the hierarchy

Recognize your followership style and take steps to become a more effective follower

Understand the leader’s role in developing effective followers

Know what followers want from leaders and what leaders expect from followers

Fellowship, Motivation and Empowerment

Office | Faculty | Department5 |

Exhibit 7.1 – Good Leaders Manage Both Up and Down the Hierarchy

Fellowship, Motivation and Empowerment

Office | Faculty | Department6 |

What does managing up mean?

Fellowship, Motivation and Empowerment

Office | Faculty | Department7 |

Managing Up Presents Unique Challenges

Discomfort with the idea of managing bosses

Not in control of the relationship

Fellowship, Motivation and Empowerment

Office | Faculty | Department8 |

What Your Leader Wants from You

Fellowship, Motivation and Empowerment

Office | Faculty | Department9 |

Styles of Followership

Style is determined by two dimensions

• Critical thinking versus uncritical thinking

• Active versus passive behavior

Fellowship, Motivation and Empowerment

Office | Faculty | Department10 |

Critical and Uncritical Thinking

Fellowship, Motivation and Empowerment

Office | Faculty | Department11 |

Exhibit 7.2 – Followership Styles

Fellowship, Motivation and Empowerment

Office | Faculty | Department12 |

Contingency Approaches to Leadership

Office | Faculty | Department13 |

Strategies for Managing Up

Understand the leader

• Learn goals, needs, strengths and weaknesses, and organizational constraints

• Study the leader’s work style

Use specific tactics to improve relationship

• Be a resource

• Help the leader be a good leader

• Build a relationship with the leader

• View the leader realistically

Fellowship, Motivation and Empowerment

Office | Faculty | Department14 |

Exhibit 7.4 – Sources of Power for Managing Up

Fellowship, Motivation and Empowerment

Office | Faculty | Department15 |

Necessary Courage to Manage Up

Fellowship, Motivation and Empowerment

Office | Faculty | Department16 |

Exhibit 7.5 – Rank Order of Desirable Characteristics

Fellowship, Motivation and Empowerment

Office | Faculty | Department17 |

Leadership Coaching

Fellowship, Motivation and Empowerment

Office | Faculty | Department18 |

Exhibit 7.6 – Follower Benefits from Leadership Coaching

Fellowship, Motivation and Empowerment

Office | Faculty | Department19 |

Case Study

Jake’s Pet Land

Case posted on LEO

In your groups answer all

questions!

Fellowship, Motivation and Empowerment

Office | Faculty | Department20 |

Fellowship, Motivation and Empowerment

Office | Faculty | Department21 |

Learning Objectives

Recognize and apply the difference between intrinsic and extrinsic rewards

Appropriately tap into the motives that induce people to take action to accomplish important goals

Motivate others by meeting their higher-level needs

Apply needs-based theories of motivation and understand how the concept of equity applies to motivation

Describe the psychological and structural elements of empowerment and how empowerment contributes to motivation

Fellowship, Motivation and Empowerment

Office | Faculty | Department22 |

Motivation

Employee motivation affects productivity

Part of a leader’s job is to channel followers’ motivation toward the accomplishment of the organization’s vision and goals

Leaders use motivation theory to:

• Satisfy followers’ needs

• Encourage high work performance

Fellowship, Motivation and Empowerment

Office | Faculty | Department23 |

Exhibit 8.1 – A Simple Model of Motivation

Fellowship, Motivation and Empowerment

Office | Faculty | Department24 |

Intrinsic and Extrinsic Rewards

Fellowship, Motivation and Empowerment

Office | Faculty | Department25 |

Exhibit 8.3 – Four Categories of Motives

Fellowship, Motivation and Empowerment

Office | Faculty | Department26 |

Fellowship, Motivation and Empowerment

Office | Faculty | Department27 |

Needs-Based Theories of Motivation

Fellowship, Motivation and Empowerment

Office | Faculty | Department28 |

Hierarchy of Needs Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department29 |

Exhibit 8.4 – Maslow’s Hierarchy of Needs

Fellowship, Motivation and Empowerment

Office | Faculty | Department30 |

Two-Factor Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department31 |

Exhibit 8.5 – Herzberg’s Two-Factor Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department32 |

Mclelland’s Acquired Needs Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department33 |

Other Motivation Theories

Fellowship, Motivation and Empowerment

Office | Faculty | Department34 |

Reinforcement Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department35 |

Exhibit 8.6 – Shaping Behavior with Reinforcement

Fellowship, Motivation and Empowerment

Office | Faculty | Department36 |

Expectancy Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department37 |

Exhibit 8.7 – Key Elements of Expectancy Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department38 |

Equity Theory

Fellowship, Motivation and Empowerment

Office | Faculty | Department39 |

Empowerment

Fellowship, Motivation and Empowerment

Office | Faculty | Department40 |

Empowerment

Before empowering employees:

• Employees receive information about company performance

• Employees receive knowledge and skills to contribute to company goals

• Employees have the power to make substantive decisions

• Employees understand the meaning and impact of their jobs

• Employees are rewarded based on company performance

Fellowship, Motivation and Empowerment

Office | Faculty | Department41 |

Empowerment Applications

Dimensions used to classify empowerment methods

• Extent to which employees are involved in defining desired outcomes

• Extent to which they participate in determining how to achieve those outcomes

Fellowship, Motivation and Empowerment

Office | Faculty | Department42 |

Exhibit 8.9 – Degrees of Empowerment

Fellowship, Motivation and Empowerment

Office | Faculty | Department43 |

Case Study

Commissions for Charlotte

P 257

Case posted on LEO

In your groups answer all

questions!

Fellowship, Motivation and Empowerment