Leadership & MotivationLeadership & Motivation

416

Dr. Kostelis

ObjectivesObjectivesExamine leadership with

managerial function– Planning, organizing, leading, &

controlling

Examine theoretical foundation– Motivation & Leadership theories

Practical application

Q&AQ&A

Write in your notes 5 attributes of a good leader. – We’ll compare to later answers

Leadership Matters, Character Leadership Matters, Character MattersMatters

Influence others toward goal and achievement of those goals

Process where an individual influences others to do what s/he wants them to

“A leader is a person who has the ability to get other people to do what they don’t want to do and like it” - Harry Truman

A leader is best when people barely know he exists

Not so goodwhen people obey and acclaim him

Worse when they despise himBut of a good leader

who talks littlewhen this work is donehis aim fulfilledthey will say:“WE DID IT OURSELVES”

- Lao-tse (c. 565 B.C.)

Why do people follow? Why do people lead?Why are some people successful

and why are some unsuccessful?

– Psychological contract (Schein, 1970) and have expectations of things in return

– Influenced by how view authority and past experiences

What does it take to be a What does it take to be a leader?leader? Trust your subordinates – you can’t expect them to go all out

for you if they think you don’t believe in them Develop a vision – people want to follow someone who knows

where he or she is going Keep your cool – the best leaders show their mettle under fire Encourage risk – nothing demoralizes the troops like knowing

the slightest failure could jeopardize their entire career Be an expert – from boardroom to mailroom, everyone had

better understand that you know what you’re talking about Invite dissent – your people aren’t giving you their best … if

they are afraid to speak up Simplify – you need to see the big picture in order to set a

course, communicate it, and maintain it

Kenneth Labich – article in Fortune

What does it take to be a What does it take to be a leader?leader?

Learn from othersExpertiseCreate trustPatience, Persistence, Focus, and

PassionCommunicationCompassion and respect

10 Commandments of Leadership10 Commandments of Leadership1. Treat everyone with respect and dignity2. Set the example for others to follow3. Be active4. Maintain the highest standards of

honesty and dignity5. Insist on excellence and hold your

people accountable6. Build group cohesiveness and pride7. Show confidence in your people8. Maintain a strong sense of urgency9. Be available and visible to your staff10. Develop yourself to your highest

potential

Leadership is broader than Leadership is broader than managerial functionsmanagerial functions

Managing and leadingManager and leaderManagement and leadership

ManagementManagementGetting things done with and

through peopleGoal attainment, organizing, and

monitoring performance

Management versus Leadership

Are managers leaders?– Leaders manage– Managers lead*Yet not synonymous

Management and Management and LeadershipLeadership

Two distinctive and complementary systems

Ideal world, they’re balanced, integrated– One person is both

*A good leader needs to manage, but not always the case, sometimes more necessary than others

MANAGERS Plan, coordinate Evaluate and supervise Negotiate, budget Reality check, sets time

limits, copes with complexity

Bring order and consistency

Planning complement to direction

LEADERSFacilitate interpersonal interactionCharismaInnovate, inspireVision, communicate itAbility to change things, set direction, look at larger picture, align people, look at competition and do better and different, willing to listen and learn, sensitive to concernsGains trust, empowers, enable others to reach potential

LEADERS Innovates Is an original Develops Investigates it Focuses on people Inspires trust Has a long-range

plan Asks what and why Has eye on horizon Originates Challenges it Does the right thing

MANAGERSAdministersIs a copyMaintainsAccepts realityFocuses on system & structureRelies on controlHas short-range viewAsks how and whenHas eye on bottomImitatesAccepts status quoDoes things right

Motivation TheoriesMotivation Theories Part of leadership process by which

someone gets another to do what s/he wants to do

For this it helps to know what motivates people– Motivation – understanding the construct is

closely linked to leadership– Motivation is traced back to the 1930s

(Murray)– Simple terms – has to do with one’s

willingness to do something– Relates to need satisfaction and behavior is

goal oriented.

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

Abraham Maslow– Brandeis professor in the 50-60s, died in

70s– Ahead of his time– Worked with company in DelMar, CA (Non-

Linear Systems) in 1960s and noticed workers were most productive at end of the line due to fact produced a sense of accomplishment

– He coined “Enlightened Management” to describe work conditions, leading to self actualization or achievement of one’s potential (trust, teamwork, recognition)

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

Abraham Maslow– He found teams made better workers and

better workers made better teams Creativity flowed from ambiguity Knowledge breads knowledge

– Used term “Synergy” to describe self-reinforcing process and wrote:

“The more influence and power you give to someone else in the team situation, the more you have for yourself”

– “Business was not a “chain of links or a chain of cause and effect, but rather a web in which every part is related to every other part”

– Urged pursuit of “continued improvement”

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

People are motivated on the basis of five classes of needs ordered in hierarchy of power or force

Once lower order needs are satisfied externally, other levels become more important and then motivate and dominant behavior– Higher order are satisfied internally

Expectancy ModelExpectancy Model The strength of a tendency to act in a

certain way depends of the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome (Nader & Lawler)– Attractiveness – importance an individual

places on the potential outcome or reward than can be achieved on the job

– Performance – reward linkage – degree to which the individual believes that performance at a particular level will lead to the attainment of a desired outcome

– Effort – performance linkage – the perceived probability by the individual that exerting a given amount of effort will lead to performance

Expectancy ModelExpectancy ModelThe strength of a person’s

motivation to perform (effort) depends on how strongly s/he believes that s/he can achieve what is attempted

And if s/he works to achieve the goal (performance), will s/he be adequately rewarded and will that reward satisfy the goals?

Expectancy ModelExpectancy ModelMaximize pleasure and minimize

painDrives are influenced by outcome of

actionsBased on subjective assessment of

likelihood of certain outcomes – perceived outcome is the “expectancy”

David McClellandDavid McClelland Examined leadership motives and identified

three needs Need for AFFILIATION

– Desire to be liked and accepted– Stay in good terms with people

Need for ACHIEVEMENT– Desire to be challenged, enjoy risk taking– Competitive, thrive in moderate to difficult goals– Willing to assume responsibility– Seeks feedback

Need for POWER– Self-serving power– Institutionally minded power

Additional TheoriesAdditional TheoriesEquity Approach – belief individual has in

equity or fairness of rewards and punishments in determining performance and satisfaction

Goal-Setting Theory – cognitive approach that focuses on process of setting goals

Reinforcement Theory – stimulus, response, consequences, future response– Behavior Modification

Leadership TheoriesLeadership Theories Leadership – behavioral process of directing

and influencing someone toward a set of goals

Power – ability to exert influence, that is to change the attitudes or behavior of individuals or groups

Nature of Leadership A person can be an effective manager, good

planner and a fair, organized administrator, but lack the motivational skills of a leader.

Others can be effective manager, skilled at inspiring enthusiasm and devotion, but lack the managerial skills to channel the energy they arouse in others.

Leadership TheoriesLeadership TheoriesTrait Approach Behavioral Approach

– Leadership Functions– Leadership Styles

Contingency (Situational) Approaches– Hersey and Blanchard– Fiedler Model– Path-Goal

Future of Leadership Theory– Transformational or Charismatic

Trait TheoryTrait TheoryTries to identify what qualities a leader

possessesTrait – predisposition to act in a certain

way– Over time it is a relatively permanent feature

of behavior, thus behavior is relatively consistent and predictable

– Underlying assumption – LEADERS ARE BORNTwo approaches

– Compare traits who emerged as leaders with those who did not emerge

– Compare traits of effective leaders with ineffective leaders

Behavioral TheoryBehavioral Theory Trait research was unsuccessful, thus tried to

isolate behavior characteristics of effective leaders

What effective leaders WERE and what they DID Behavior can be learned, thus if supported we

could train people to be leaders and teach leadership

Several studies were done to examine leader behavior and focused on two aspects of Leadership behavior– Leadership Functions: task-related activities that

must be performed by leader to perform effectively– Leadership Styles: various patterns of behavior

favored by leaders during process of directing and influencing

Leadership StylesLeadership Styles - Ohio State- Ohio State

Low StructureAnd

High Consideration

High StructureAnd

High Consideration

Democratic

Low StructureAnd

Low Consideration

Laissez-Faire

High StructureAnd

Low Consideration

Authoritarian

(Low) Initiating Structure (High)

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Situational Leadership Situational Leadership TheoryTheory

Basically can’t change our style, thus better to match leader and situation– Leader-member relations (good-poor)

Degree of confidence, respect, trust workers have for leader

– Task structure (structured-unstructured)

Degree to which jobs are procedurized

– Position-power (strong-weak) Degree of influence a leader has over

promoting, hiring, and disciplinary

Situational Leadership Situational Leadership TheoryTheory

Hersey & Blanchard (1980s)– Move through Four Phases, correlated to life

cycle– Varies depending on “maturity” of followers

Desire for achievement (capacity of setting high, attainable goals)

Willingness to accept responsibility Task-related ability and experience

– As maturity levels increase, leader lessens task, increases relationship

– Then as maturity proceeds, decrease task and relationship behavior

Future of Leadership Future of Leadership TheoryTheoryTransformational or Charismatic

Leadership– Leaders who, through their personal vision

and energy, inspire followers and have a major impact on their organizations

Seeks change, proactive Innovative, creative

– Leaders who determine what followers need to do to achieve objectives, classify those requirements, and help followers become confident they can reach their objectives

Inspire others to do more than expected Raise level to self-actualization Empower others