Leadership Discussion 3-4

Part 1 instructions

What motivates people? Why are people motivated? What motivates you on

the job? Is it the same thing

that motivates your peers? Why does a person go

through all the scrutiny and open their lives to the public to run for public

office? Why did Joe Gibbs return to the NFL after already winning the Super

Bowl a couple of times and having a huge success as a

NASCAR owner to

again coach the Washington Redskins? Why do these people do this? For

money? For power? For achievement? For self

-

satisfaction?

Lussier and Achua (2013)

stated in Chapter 3 that the study of motivation

assists leaders to understand what pr

ompts people to innate action. What

influences their choices of action, and why they persist in that action over

time? And they do this by presenting three classic content motivation theories:

reinforcement and equity theories, carrot and stick approach to

motivation,

and the concept of empowerment.

Discussion

View the following video, then discuss the questions that follow it.

https://

www.youtube.com/watch?v=rrkrvAUbU9Y

Daniel Pink called the carrot and stick approach to motivation lazy and

dangerous. Do you agree with this assertion? What are the implications of

Daniel Pink’s message?

Thinking about mo

tivation in your personal life, how can your supervisor

motivate you? What works and what doesn’t work? What are they doing (or

not doing) in the workplace to prompt people to innate action from your

experiences?

Part

2

instructions

There is a saying that goes something like

this: A student once asked a

martial arts master how long it would take him to master the martial art he was

learning. The master replied, "How long do you expect to live?" For most of

you, mastering leadership is a lifelong process. However, you make

imp

rovements by asking yourself at the end of each day about how you did at

leadership and what you will do tomorrow.

Fielder’s contingency theory matches

leaders to appropriate situations. The

leader’s effectiveness, according to the theory, is dependent upo

n how well

the leader’s style fits the context. In short, this theory is all about styles and

situations.

Discussion

Part 1 instructions

What motivates people? Why are people motivated? What motivates you on

the job? Is it the same thing that motivates your peers? Why does a person go

through all the scrutiny and open their lives to the public to run for public

office? Why did Joe Gibbs return to the NFL after already winning the Super

Bowl a couple of times and having a huge success as a NASCAR owner to

again coach the Washington Redskins? Why do these people do this? For

money? For power? For achievement? For self-satisfaction?

Lussier and Achua (2013) stated in Chapter 3 that the study of motivation

assists leaders to understand what prompts people to innate action. What

influences their choices of action, and why they persist in that action over

time? And they do this by presenting three classic content motivation theories:

reinforcement and equity theories, carrot and stick approach to motivation,

and the concept of empowerment.

Discussion

View the following video, then discuss the questions that follow it.

https://www.youtube.com/watch?v=rrkrvAUbU9Y

Daniel Pink called the carrot and stick approach to motivation lazy and

dangerous. Do you agree with this assertion? What are the implications of

Daniel Pink’s message?

Thinking about motivation in your personal life, how can your supervisor

motivate you? What works and what doesn’t work? What are they doing (or

not doing) in the workplace to prompt people to innate action from your

experiences?

Part 2 instructions

There is a saying that goes something like this: A student once asked a

martial arts master how long it would take him to master the martial art he was

learning. The master replied, "How long do you expect to live?" For most of

you, mastering leadership is a lifelong process. However, you make

improvements by asking yourself at the end of each day about how you did at

leadership and what you will do tomorrow.

Fielder’s contingency theory matches leaders to appropriate situations. The

leader’s effectiveness, according to the theory, is dependent upon how well

the leader’s style fits the context. In short, this theory is all about styles and

situations.

Discussion