The Executive Inertia Effect: ENHANCING MOTIVATION &

IMPROVING ORGANIZATIONAL CLIMATE

Debyii L. Sababu-Thomas, Ph.D., PresenterHoward University

May 5, 2011

EEOC Executive Leadership Conference

Introductions & Objectives

Part I Back to Basics: Leadership Lessons

Part II Understanding Inertia:Organizational Perspectives

Part III Improving Organizational Climate:Climatic Conditions and Concerns

Part IV Enhancing MotivationMotivating, and Motivated

Part V The Executive Inertia EffectExecutive Decisions – Organizational Destinies

Summary and Conclusion

Overview of Session

Back to Basics: Leadership Lessons

PART I

Leadership is one of the most observed and least understood phenomena on earth.

James MacGregor Burns

Definition(s) of leadership

The process of influencing the activities of an organizes group

toward goal setting and goal attainment (Stodgill- 1950)

The process of influencing individuals and groups within an

organization, helping them in the establishment of goals and

guides them toward achievement of those goals thereby allowing

them to be effective (Navahandi, 2003)

The process of utilizing human (symbolic) communication to modify

(influence) the attitudes and behaviors of others in order to meet

shared group goals and needs . ( Hackman & Johnson, 2009)

Part I Back to Basics: Leadership Lessons

Four themes common to all definitions

1. Exercise of influence

2. Process

3. Group involvement

4. Collaboration

Part I Back to Basics: Leadership Lessons

“Great Man” Theory Trait Theory Functional Theories Styles Theories Situational Theories (Contingency) Behavioral Theories Participative Theories Management Theories (Transactional) Relationship Theories (Transformational)

Theories of Leadership & Management

“Leadership is about how you use the influence and trust that people grant you to define necessary change and chart the future direction of the organization. Management is about how you earn that influence and trust in the first place.

Management is how we demonstrate our competence, business acumen and organizational ability. Management is how we show that we will be fair, inclusive and trustworthy in the way we use power.

Most important, the way we manage establishes the standards of ethical conduct to which we hold ourselves and our teammates. “

(Kenneth D. Lewis, Former Chairman and Chief Executive Officer at Bank of America )

Leadership & Management

Management vs Leadership

Daily Actions that influence Long-term Effectiveness

Long-term Objectives that impact

Daily Productivity

Planning Budgeting Organizing Controlling Supervising Staffing Problem-solving

◦ Vision◦ Initiation◦ Direction◦ Motivation◦ Delegation◦ Mobilization◦ Establishing◦ Coordination◦ Decision-Making

Traditional Managerial/Leadership

Styles

◦Authoritarian◦Laissez-Faire◦Democratic

Emotional Managerial/Leadership Styles

◦The Visionary Leader◦The Coaching Leader◦The Affiliative Leader◦The Democratic Leader◦The Pace-setting Leader◦The Commanding Leader

Golman, Boyatsiz & Mckee (2004)

Understanding Inertia: Organizational Perspectives

PART II

Scientific-

Inertia is Newton’s First Law of Gravity. It

is the tendency of a body to stay in motion while

in motion or at rest while at rest unless acted

upon by another force

Definitions

Organizational Inertia-

Organizational Inertia is a property by virtue of

which the organization remains in its pace constantly. It

will be moving in all dynamics with a same speed.

Some times it may also appear that the whole

organization is just static and not moving at all.

Dayanand L Guddin, (2010) BOBST Inc. India

Definitions

Insight

Action

Psychological

Managerial models

Learning

Structural

Types of Organizational Inertia

Directional

Time-based

Descriptive

Multi-level

Characteristics

Improving Organizational Climate:

Climatic Concerns and Conditions

PART III

“The climate of the organization is more crucial than are communication skills or techniques

(taken by themselves) in creating an effective organization.”Charles Redding, Pursue University, 1972

Climate is the name for the general conditions of temperature and precipitation for an area over a long period of time.

The climate of a region is determined by three basic factors: temperature, wind and precipitation

Climate – A meteorological look

Organizational Climate is defined as the recurring or sustained patterns of behavior, attitudes and feelings that characterize life in the organization. (HR Cite, 2009)

Climate – Organizational perspectives

The relatively enduring quality of the internal environment of the organization that a) Is experienced by its membersb) Influences the behavior of its members andc) Can be described in terms of the values of a

particular set of characteristics or attributes of the environment.

(Taguiri and Litwin, 1968)

Climate – Organizational perspectives

The internal emotional tone of an organization based on how comfortable organizational members feel with one another and with the organization

(Kreps, 1990)

Climate – Organizational perspectives

Factors that affect organizational climate Organizational perspectives

Involvement

Co-worker Cohesion

Supervisor Support

Autonomy

Task Orientation

Work Pressure

Clarity

Managerial Control

Innovation

Physical Comfort

P. Sadasivinu

Two Types of Organizational Climate

Defensive Supportive

Discourages flow of information

Evaluative Manipulative Indifferent to needs of

others Superior Special privileges

Encourages the flow of information

Descriptive and Non-judgmental

Spontaneous Empathic and

concerned Egalitarian Provisional

Gibbs, (1999)

SupportivenessCredibilityOpenness

Participatory Decision MakingEmphasis on High Performance Goals

Characteristics of the Ideal Supportive Climate

Enhancing MotivationMotivated and Motivating

PART IV

“Managers (Leaders) should always remember that in many cases, they cannot motivate subordinates because only they can motivate themselves.

However, even in these cases, managers can foster the conditions in which it is easier for people to motivate themselves.”

(Stephen Condrey, 2010)

Definitions----

Motivation (Psychology)

MOTIVATION is an internal state or condition (sometimes described as a need, desire, or want) that serves to activate or energize behavior and give it direction

internal state or condition that activates behavior and gives it direction;

desire or want that energizes and directs goal-oriented behavior;

the arousal, direction, and persistence of behavior.

Huitt, W. (2001). Motivation to learn: An overview. Educational Psychology Interactive.

Definitions

Motivation – (Business)

Motivation is the ability to change behavior.

It is a drive that compels one to act because human behavior is

directed toward some goal.

Intrinsic- comes from within based on personal interests, desires,

and need for fulfillment.

Extrinsic (external) factors such as rewards, praise, and

promotions also influence motivation.

Encyclopedia of Business and Finance

Content Theories

Maslow’s

Herzberg’s Two-Factor Theory

McClelland’s Needs Theory

Models of Motivation

Process Theories

Vroom: Expectancy Theory

Adams: Equity Theory

Lock & Latham: Goal Setting Theory

Reward Systems

External and Tangible Rewards

Inner Satisfaction and External Inducements

Models of Motivation

QWL (Quality of Working Life)

Job Design

Job Characteristics

Strategies for Motivating Employees Use goals Ensure that goals are

perceived as attainable

Individualize rewards Link rewards to

performance

Check the system for equity

Use recognition Show care and

concern for employees Don’t ignore money

Robins and Coulture, 2007

The Executive Inertia EffectExecutive Decisions & Organizational

Destinies

PART V

Executive Insight….

The Effective Executive….

Warren Bennis once said that “Leaders are people who do the right thing; and

managers are people who do things right.” But

Peter Drucker asserts that

Effective Executives Do the Right Things the Right Way!!

Executive Insight….

The Effective Executive….

Effective Executives Do the Right Things the Right Way!!

1. Ask what needs to be done2. Ask what’s right for the organization3. Develop action plan(s)4. Take responsibility for decisions5. Take responsibility for communication6. Run productive meetings7. Think “We” not “I”8. Lead with humility and trustworthiness

Executive Insight….

Effective Executives Recognize the

Qualities that Employees Want Most

To work for efficient managers To think for themselves To see the end result of their work To be informed To be listened to To be respected To be recognized for their efforts To be challenged To have opportunities for growth

Executive Insight….Effective Executives Recognize their

Top Ten Deal-Breakers

1. Negative and condescending attitudes2. Refusing to affirm employees.3. Keeping knowledge to oneself4. Being unorganized and reactive5. Not trusting of others6. Being judgmental and overly critical7. Limiting employee participation 8. Taking credit for other peoples work9. Providing little direction or goals10. Making work monotonous, mindless & miserable!!

Executive Insight….Effective Executives Recognize their

Top Ten Destiny-Makers1. Notice each individual 2. Be personable: Say Thank-you, even a smile

can make a big difference.3. Make staff feel respected and valued4. Share your experience and knowledge5. Be confidence about people.6. Be honest and trustworthy7. Don’t take personal credit for their success8. Create a blame-free culture9. Set developmental goals10. Make work meaningful!!

Executive Insight….Effective Executives

1. Produce the Inertia Effect2. Enhance organizational climate3. Motivate their employees and themselves4. Always take time to learn more about

themselves, their employees, their organizations and their communities

5. Make the difference betweenGood and GREAT Organizations

Questions, Comments &

Conclusion