malcom x leadership project
abdul-92Chapter 3
Leadership Behavior
and Motivation
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Learning Objectives
- Understand what the behavioral approach to leadership entails
- Describe the Big Ten studies (Iowa, Michigan, Ohio State)
- Understand what the research has suggested about leadership style
- Understand the Blake and Mouton Managerial Grid
- Define motivation and understand the motivation process
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Learning Objectives
- Describe the content theories of motivation (Hierarchy of Needs, Two-Factor, Acquired Needs)
- Describe the process theories of motivation (Equity, Expectancy, Goal-Setting, and Reinforcement)
- Understand the criteria advisable when motivating employees using incentive compensation
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Leadership style is the combination of traits, skills, and behaviors leaders use as they interact with followers
Relationships are good predictors of employee behavior and performance
Leadership Behavior
and Leadership Style
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University of Iowa Leadership Styles
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University of Michigan Leadership Styles
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The Ohio State University Leadership Model:
Four Leadership Styles, Two Dimensions
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There is no one best leadership style in all situations
Suggests that employees are more satisfied with a leader who is high in consideration
Many leadership functions can be carried out by someone besides the designated leader of a group
Research on Leadership Style
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5,5
Country-club
leader
Concern
for
People
Concern for Production
Impoverished
leader
Team leader
Authority-compliance leader
Middle-of-the-road
leader
Blake, Mouton, and McCanse Leadership Grid
1,9 | 9,9 |
1,1 | 9,1 |
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Led to a shift in the leadership paradigm to contingency leadership theory
Recognized that organizations need both production and people leadership
Supports the notion of co-leadership
Behavior Theory Contributions
and Applications
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Is anything that affects behavior in pursuing a certain outcome
An important leadership competency is the ability to motivate followers
Motivation and Leadership
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Need Motive Behavior Consequence Satisfaction or Dissatisfaction
Feedback
The Motivation Process
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Content Motivation Theories
Content Motivation Theories
Hierarchy of
Needs
Two-Factor
Acquired Needs
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Summary Overview
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Major Title
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This slide relates to XX-XX.
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Self-
Actualization Needs
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Maslow’s Hierarchy of Needs
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Summary
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Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders.
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Maintenance factors
Extrinsic motivators
Motivator factors
Intrinsic motivators
Herzberg’s Two-Factor Theory
Motivation Model
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Proposes that people are motivated by their need for:
Achievement
Power
Affiliation
Acquired Needs Theory
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Equity theory
Expectancy theory
Goal-setting theory
Reinforcement theory
Process Motivation Theories
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Proposes that people are motivated when their perceived inputs equal outputs
Equity Theory
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Expanding Equity Theory:
Organizational Justice
- Organizational justice reflects the extent to which employees perceive they are treated fairly at work
- Procedural justice
- Interactional Justice
- Distributive justice
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Understand that equity is based on perception, which may not be correct
Rewards should be equitable
High performance should be rewarded
When incentive pay is used, ensure that clear standards exist
Motivating with Equity Theory
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Proposes that employees are motivated when:
They believe they can accomplish the task
They will get the reward
The rewards for doing so are worth the effort
Expectancy Theory
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Expectancy is a person’s perception of his or her ability to accomplish an objective
Instrumentality is the belief that successful performance will result in receiving the reward
Valence is the value a person places on the outcome or reward
Motivation =
Expectancy × Instrumentality × Valence
Expectancy Theory Variables
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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
Make sure employees believe you will do what you say you will do
Use the Pygmalion effect to increase expectations
Motivating with Expectancy Theory
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Proposes that specific, challenging goals motivate people
Goals give people a sense of purpose as to why they are working to accomplish a given task
Goal-Setting Theory
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Singular result
Specific
Measurable
Target date
Difficult but achievable
Participatively set
Commitment of employees
Criteria for Objectives
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Proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways
Uses:
Behavior modification
Operant conditioning
Reinforcement Theory
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Positive reinforcement
Encourages continued behavior via attractive consequences (rewards)
Avoidance (negative) reinforcement
Encourages desired behavior with negative consequences for undesired behavior
Types of Reinforcement
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Punishment
Provides undesirable consequences for undesirable behavior
Extinction
Often used with punishment to reduce or eliminate undesirable behavior
Reinforcement is withheld when undesirable behavior is performed
However, don’t ignore good performance
Types of Reinforcement (cont.)
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Continuous reinforcement
Each and every desired behavior is reinforced
Intermittent reinforcement
Based on passage of time or output
Passage of time is called an interval schedule
Output is called a ratio schedule
Schedules of Reinforcement
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Intermittent Reinforcement
- Fixed interval schedule
- Variable interval scale
- Fixed ratio scale
- Variable ratio scale
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Set clear objectives
Employees must understand what is expected
Select appropriate rewards
Must be seen as rewards
Select the appropriate reinforcement schedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees
Motivating with Reinforcement
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Feedback and praise have a strong impact on performance
Can help develop a positive self-concept in employees
Can cause the Pygmalion effect
Creates a win–win situation
Takes only a little time
Costs nothing
Giving Praise
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Giving Praise Model
STEP 1 STEP 2 STEP 3 STEP 4
Tell the employee Tell the employee Stop for a Encourage repeat
exactly what was why the behavior moment of performance.
done correctly. is important. silence.
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Motivation and Incentive Compensation
- Certain criteria are advisable:
- Rewards must be linked to performance and be measurable
- The rewards must satisfy individual needs
- The rewards should be agreed upon by the leader and employees
- The rewards must be believable
- The rewards must be achievable
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