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©2004 by Nelson, a division of Thomson Canada Limited2
What Would You Do?
Leadership: Dealing with tragedy Sandler O’Neill is an investment
banking firm located in the World Trade Center on September 11
Top leaders are lost in tragedy Can new leadership help the firm
survive this catastrophic event?
©2004 by Nelson, a division of Thomson Canada Limited3
Learning Objectives:What is Motivation?
After reading the next section, you should be able to:
1. explain the basics of motivation
©2004 by Nelson, a division of Thomson Canada Limited5
Basics of Motivation
Effort and performance Need satisfaction Extrinsic and intrinsic motivation Motivating with the basics
©2004 by Nelson, a division of Thomson Canada Limited7
Effort and PerformanceJob performance = Motivation x Ability x Situational
constraints
Job performance how well someone performs a job
Motivation effort put forth on the job
Ability knowledge, skills, and talent of job incumbent
Situational constraints factors beyond individual’s control impacting
performance
©2004 by Nelson, a division of Thomson Canada Limited8
Need Satisfaction Needs
physical or psychological requirements that must be met
Unmet needs motivate people Four approaches
Maslow Alderfer McClelland Herzberg
©2004 by Nelson, a division of Thomson Canada Limited9
Need Satisfaction and Motivation
Exhibit 15.3
©2004 by Nelson, a division of Thomson Canada Limited10
Extrinsic and Intrinsic Rewards
Extrinsic rewards tangible and visible to others contingent on performance
Intrinsic rewards natural rewards associated with performing a task for
its own sake
©2004 by Nelson, a division of Thomson Canada Limited12
Motivating withthe Basics
Ask people what their needs are Satisfy lower-order needs first Expect people’s needs to change Satisfy higher-order needs by
looking for ways to allow employees to experience intrinsic rewards
©2004 by Nelson, a division of Thomson Canada Limited13
Learning Objectives:How Perceptions and Expectations Affect Motivation
After reading the next two sections, you should be able to:
2. use equity theory to explain how employees’ perceptions of fairness affect motivation3. use expectancy theory to describe how
workers’ expectations about rewards, effort, and the link between rewards and
performance influence motivation
©2004 by Nelson, a division of Thomson Canada Limited14
Equity Theory
Components of equity theory How people react to perceived
inequity Motivating with equity theory
©2004 by Nelson, a division of Thomson Canada Limited15
Components ofEquity Theory Inputs
employee contributions to the organization Outcomes
rewards employees receive from the organization
Referents others with whom people compare themselves
Outcome/Input ratio comparison of outcomes to inputs
©2004 by Nelson, a division of Thomson Canada Limited17
Inequity
When people perceive that their O/I ratio is different from their referent’s.
Underreward referent’s O/I ratio is greater than yours experience anger or frustration
Overreward referent’s O/I is less than yours possibly experience guilt
©2004 by Nelson, a division of Thomson Canada Limited18
How People React to Perceived Inequity (Underreward)
Reduce inputs Increase outcomes Rationalize inputs or
outcomes Change the referent Leave
©2004 by Nelson, a division of Thomson Canada Limited20
Motivating with Equity Theory
Look for and correct major inequities
Reduce employees’ inputs Make sure decision-making
processes are fair distributive justice procedural justice
©2004 by Nelson, a division of Thomson Canada Limited21
Expectancy Theory
Components of expectancy theory
Motivating with expectancy theory
©2004 by Nelson, a division of Thomson Canada Limited22
Components of Expectancy Theory Valence
the attractiveness or desirability of a reward Expectancy
perceived relationship between effort and performance
Instrumentality perceived relationship between
performance and rewardsMotivation = Valence x Instrumentality x
Expectancy
©2004 by Nelson, a division of Thomson Canada Limited24
Motivating withExpectancy Theory
Systematically gather information to find out what employees want from their jobs
Clearly link rewards to performance Empower employees to make
decisions that enhance expectancy perceptions
©2004 by Nelson, a division of Thomson Canada Limited25
Learning Objectives:What is Leadership?
After reading the next two sections, you should be able to:
4. explain what leadership is5. describe who leaders are and what effective leaders do
©2004 by Nelson, a division of Thomson Canada Limited26
Leadership
Leaders versus managers
Substitutes for leadership: Do leaders always matter?
©2004 by Nelson, a division of Thomson Canada Limited28
Substitutes for Leadership: Do Leaders Always Matter
Leadership substitutes subordinate, task, or organizational
characteristics that make leaders redundant or unnecessary
professional orientation, intrinsically satisfying work, cohesive work groups
Leadership neutralizers subordinate, task, or organizational
characteristics that interfere with a leader’s actions
subordinate’s ability, intrinsically satisfying work, organizational rewards beyond leader’s control
©2004 by Nelson, a division of Thomson Canada Limited29
Who Leaders Are and What Leaders Do
Leadership traits Leadership behaviours
©2004 by Nelson, a division of Thomson Canada Limited30
Leadership Traits
Drive Desire to lead Honesty/integrity Self-confidence Emotional stability Cognitive ability Knowledge of the business
©2004 by Nelson, a division of Thomson Canada Limited31
What Really Works
Intelligence
Dominance
Extroversion
Leadership Traits Do Make a Difference
©2004 by Nelson, a division of Thomson Canada Limited32
What Really WorksPerformance and Charisma
Charisma and Perceived Leader Effectiveness
Charisma and Leader Satisfaction
©2004 by Nelson, a division of Thomson Canada Limited33
LeadershipBehaviours Initiating structure
degree to which leader structures followers’ roles by setting goals, giving directions, setting deadlines, and assigning tasks
Consideration extent to which a leader is friendly,
approachable, supportive, and shows concern for employees
©2004 by Nelson, a division of Thomson Canada Limited34
Learning Objectives:Situational Leadership
After reading the next two sections, you should be able to:
6. explain Fiedler’s contingency theory7. discuss Hersey & Blanchard’s situational theory
©2004 by Nelson, a division of Thomson Canada Limited35
Putting Leaders in the Right Situation: Fiedler’s Contingency Theory
Leadership style: Least preferred co-worker
Situational favourableness Matching leadership styles to
situations
©2004 by Nelson, a division of Thomson Canada Limited37
Leadership Style: Least Preferred Co-worker Leadership style is the way a leader
generally behaves toward followers leaders are generally incapable of changing
their leadership styles Style is measured by the Least
Preferred Co-worker scale (LPC) relationship-oriented task-oriented
©2004 by Nelson, a division of Thomson Canada Limited38
Situational Favourableness
How a particular situation either permits or denies the leader’s ability to lead
Three factors leader-member relations task structure position power
©2004 by Nelson, a division of Thomson Canada Limited40
Matching Leadership Styles to Situations
Exhibit 15.15
©2004 by Nelson, a division of Thomson Canada Limited41
Adapting Leader Behaviour: Hersey & Blanchard’s Situational Theory
Situational leadership leaders need to adjust their leadership
styles to match followers’ maturityWorker maturity
ability and willingness of worker to take responsibility for directing one’s own work
four levels of maturity: M1 – neither willing nor able M2 – willing but not able M3 – able but not willing M4 – able and willing
©2004 by Nelson, a division of Thomson Canada Limited42
Leadership Styles
Leader chooses style based on worker’s maturity for a specific task
Four styles: telling — high task/low relationship selling — high task and relationship participating — low task/high relationship delegating — low task and relationship
©2004 by Nelson, a division of Thomson Canada Limited43
Strategic Leadership
After reading this next section, you should be able to:
8. explain how visionary leadership (i.e., charismatic and transformational leadership) helps leaders achieve strategic leadership
©2004 by Nelson, a division of Thomson Canada Limited44
Visionary Leadership
Charismatic leadership
Transformational leadership
©2004 by Nelson, a division of Thomson Canada Limited45
Charismatic Leadership Creates an exceptionally strong
relationship between leader and followers
Charismatic leaders: articulate a clear vision based on strong
values model those values communicate high expectations to followers display confidence in followers’ abilities
©2004 by Nelson, a division of Thomson Canada Limited46
Types of Charismatic Leaders Ethical charismatics
provide development opportunities for followers open to positive and negative feedback recognize others’ contributions share information emphasize interests of the group
Unethical charismatics control and manipulate followers do what is best for themselves not the organization only want positive feedback only share information beneficial to themselves
©2004 by Nelson, a division of Thomson Canada Limited47
TransformationalLeadership
Generates awareness and acceptance of group’s purpose and mission
Gets employees to see beyond their own needs and self-interest
Goes beyond charismatic leadership Different from transactional leadership
©2004 by Nelson, a division of Thomson Canada Limited48
Transformational Leadership
Transformational leaders are visionary and they use:
Inspirational motivation Intellectual stimulation Individualized consideration
©2004 by Nelson, a division of Thomson Canada Limited49
What Really Happened?
Leadership: Dealing with Tragedy Deceased employees’ families
given pay check for the rest of the year insurance coverage for five years
Jimmy Dunne became manager and provided strong leadership developed skills in negotiation, calmness,
patience, support, while maintaining strong business focus