Upload
eagan-flowers
View
40
Download
2
Tags:
Embed Size (px)
DESCRIPTION
Chapter 3. Leadership Behavior and Motivation Modified by: Professor Jeffrey M. Wachtel, Ph. D. 3-1. Iowa State University Leadership Styles: L eadership style is the combination of traits, skills, and behaviors managers use as they interact with employees. - PowerPoint PPT Presentation
Citation preview
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 3Chapter 3Leadership BehaviorLeadership Behavior
and Motivationand Motivation
Modified by:Modified by: Professor Jeffrey M. Wachtel, Ph. D.Professor Jeffrey M. Wachtel, Ph. D.
3-1
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Iowa State University Iowa State University Leadership Styles:Leadership Styles:
LLeadership style is the eadership style is the combination of traits, combination of traits, skills, and behaviors skills, and behaviors managers use as they managers use as they
interact with employeesinteract with employees. . Autocratic...........................Democratic
3-3
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
DiscussionDiscussion
• Recall a present/past boss. Which of the Iowa State University leadership styles did your boss use most often? Describe the behavior of your boss.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
The University of The University of MichiganMichigan
One-Dimensional Two One-Dimensional Two Leadership Styles ModelLeadership Styles Model
Job CenteredJob Centered................Employee CenteredEmployee Centered
3-4
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
The Ohio State & University of The Ohio State & University of Michigan Michigan
Two-Dimensional Leadership Two-Dimensional Leadership StylesStyles
Ohio State UniversityHigh
Low Structure High Structureand andHigh Consideration High Consideration
Low Structure High Structureand andLow Consideration Low Consideration
Low
Initiating StructureLow High
OOC
O
N
S
I
D
E
R
A
T
I
O
N
3-5
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Do you think a manager has to be concerned with both Do you think a manager has to be concerned with both production and with people ?production and with people ?
3-6
““Although there is no one best Although there is no one best leadership style leadership style in all situations, in all situations, employees are employees are more satisfied more satisfied with a leader who is with a leader who is high in high in consideration.”consideration.”
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
• Both of the leadership functions do not have to be carried out by the manager!
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Blake, Mouton, and McCanse Blake, Mouton, and McCanse Leadership GridLeadership Grid
CCOONNCCEERRNN--PPEEOOPPLLEE
1 CONCERN for PRODUCTIONCONCERN for PRODUCTION 9Low High
Low
High1,9Country Club
1,1 9,1
9,9
5,5
Impoverished
Team Leader
Middle of the Road
Authority-Compliance
3-7
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Major Motivation TheoriesMajor Motivation Theories
Classification of Motivation
Theories
1.1.Content Motivation Content Motivation theoriestheories
2.2.Process Motivation Process Motivation TheoriesTheories
3.3.Reinforcement TheoryReinforcement Theory
Specific Motivation Theory
a. Hierarchy of needs theory, ERG
b. Two-factor theoryc. Acquired needs
theory
a. Equity theory b. Goal-setting
theoryc. Expectancy theory
Type of Reinforcement a. Positiveb. Avoidancec. Extinctiond. Punishment
3-10
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
The Motivation ProcessThe Motivation Process
Need Motive Behavior Consequence Satisfaction or Dissatisfaction
FeedbackFeedback
3-9
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Hierarchy ofNeeds or ERG
Two-Factor
Acquired Needs
33Content Content
MotivationMotivationTheoriesTheories
33Content Content
MotivationMotivationTheoriesTheories
3-8
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Self-Actualization
Esteem
Social
Safety
Physiological
Hierarchy of Needs TheoryHierarchy of Needs Theory
3-11
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Alderfer’s ERG Theory Alderfer’s ERG Theory Alderfer’s ERG Theory Alderfer’s ERG Theory
ExistenceExistenceExistenceExistence GrowthGrowth
RelatednessRelatednessRelatednessRelatedness
ExistenceExistenceExistenceExistence
ฉPrentice Hall, 2001
Chapter 6 5
3 Need Levels3 Need LevelsGrowthGrowth
Growth (Esteem)Growth (Esteem)
Relatedness (Social)Relatedness (Social)
Existence (Safety)Existence (Safety)
Existence (Physiological)Existence (Physiological)
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Herzberg’s Hygiene-MotivatoHerzberg’s Hygiene-Motivator Two-Factor Theoryr Two-Factor Theory
Herzberg’s Hygiene-MotivatoHerzberg’s Hygiene-Motivator Two-Factor Theoryr Two-Factor Theory
Hygiene FactorsHygiene Factors Motivational FactorsMotivational Factors
• Rate of pay•Quality of supervision• Company policies• Working conditions• Relations with others• Job security
• Rate of pay•Quality of supervision• Company policies• Working conditions• Relations with others• Job security
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
High HighJob Dissatisfaction Job Satisfaction0
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Two Factor Theory Two Factor Theory • Motivating Employees with Two-Factor
Theory. Under the old management paradigm, money (and other extrinsic motivators) was considered the best motivator. Under the new leadership paradigm, pay is important but matters more to some people, but it is not the best motivator; intrinsic motivators are. Herzberg developed job enrichment (the process of building motivators into the job itself by making it more interesting and challenging) that has been used successfully to motivate employees to higher levels of performance at many organizations
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Acquired Needs TheoryAcquired Needs Theory(employees are motivated by their need for:)(employees are motivated by their need for:)
AffiliationAffiliation
PowerPower
AchievementAchievement
3-12
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Motivating Employees with a Motivating Employees with a High n Ach:High n Ach:
• Give them non-routine, challenging tasks in which there are clear attainable objectives. Give them fast and frequent feedback on their performance. Continually give them increased responsibility for doing new things. Keep out of their way.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Motivating Employees with a Motivating Employees with a High n Pow: High n Pow:
• Let them plan and control their jobs as much as possible. Try to include them in decision making, especially when they are affected by the decision. They tend to perform best alone rather than as team members. Try to assign them to a whole task rather than just a part of a task.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Motivating Employees with Motivating Employees with High n Aff: High n Aff:
• Be sure to let them work as part of a team. They derive satisfaction from the people they work with rather than the task itself. Give them lots of praise and recognition. Delegate responsibility for orienting and training new employees to them. They make great buddies and mentors.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Equity TheoryEquity Theory
= Others’ input (contributions)
Others’ outcomes (rewards)
Our inputs (contributions)
=Our outcomes (rewards)
(proposed that employees are motivated when (proposed that employees are motivated when their perceived inputs equal outputs.)their perceived inputs equal outputs.)
3-13
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Ratio Comparison*
Employee’sPerception
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes B
Inputs B
Outcomes B
Inputs B
Outcomes B
Inputs B
<
=
>
Inequity (Under-Rewarded)
Equity
Inequity (Over-Rewarded)
*Where A is the employee, and B is a relevant other or referent.
Equity TheoryEquity Theory
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Expectancy TheoryExpectancy Theory Proposes that
employees are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort.
3-14
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Expectancy Theory
3. Rewards-personal goals relationship
1. Effort-performance relationship
2. Performance-rewards relationship
IndividualIndividualEffortEffort
IndividualIndividualPerformancePerformance
PersonalPersonalGoalsGoals
OrganizationalOrganizationalRewardsRewards
1 2
3
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
You Get WhatYou Get WhatYouYouReinforceReinforce
3-15
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Reinforcement Theory Reinforcement Theory
ConsequencesConsequences
RewardsRewards
No RewardsNo Rewards
PunishmentPunishment
BehaviorBehavior
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
• SpecificitySpecificity
• ChallengeChallenge
• FeedbackFeedback
• ParticipationParticipation
• CommitmentCommitment
• ProductivityProductivity
Goal-Setting TheoryGoal-Setting Theory: : LockeLocke