WEEK 3 LEADERSHIP THEORIES (Leadership Behavior and Motivation) BPA 3112 WEEK 3 LEADERSHIP THEORIES (Leadership Behavior and Motivation)

TOPICS TO BE COVERED Leadership behavior and styles University of Michigan and Ohio State University Studies theory Leadership Grid theory Leadership and motivation

Why study leadership behavior? For every person who’s a manager and want to know how to manage people, there are people, who are being managed and would like to figure out how to make it stop (Scott Adam) The Creator of `Dilbert’

Leadership Behavior and Styles Theory The Building block of leadership Behavior/ skills/ competencies Knowledge Experience Values, interest, Motives /goals Intelligence Personality trait and preferences

Leadership Behavior and Styles Theory Personality Trait 6 traits which leaders tend to differ from non leader: Leaders’ behavior is based on their traits and skills Leadership Traits: Ambition and energy/Drive The desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge

Behavioral Theories Theories proposing that specific behavior differentiate leader from nonleaders University of Michigan Studies Ohio state studies The Managerial Grid

University of Michigan theory Aims: identification of relationships among leader behaviour, group processes, and measures of group performance Identifies Two leadership styles: Job-Centered Leadership Style /(task-oriented behaviour) Refers to the extent to which the leader takes charge to get the job done (realistic achievement). - planning and scheduling work, coordinate subordinate activities, provide necessities, technical assist Employee-Centered Leadership/(relations-oriented behaviour) Refers to the extend to which the leader focuses on meeting the human needs of employees while developing relationship. - showing trust and confidence, acting friendly and consideration, understand problem of subordinates, recognition…etc

University of Michigan theory Job-Centered Leadership Style Employee-Centered Leadership Style

Ohio State University Studies theory 2 relative interdependent behaviours; consideration and initiating structure Consideration Concern for people and interpersonal relationships Friendly, supportive and concern for the needs and feelings of subordinates Attentive to subordinate Initiating structure Concern for accomplishing task Defining own role and the roles of subordinates toward achieving attainment of task goals.

Ohio State University Studies theory High Low structure High Structure Consideration & & High consideration High consideration Low structure High Structure & & Low consideration Low Low consideration Initiating Structure Low High

The Leadership/Managerial Grid Country-Club Mgmt High concern for people, low concern with production Team Mgmt High concern for people, High concern with production Impoverished Mgmt Low concern for people, Low concern with production Authority-compliance Mgmt Low concern for people, high concern with production 5.5 Middle-of-the-Road Mgmt Moderate concern for people Moderate concern with production

Leadership Grid theory Identifies five leadership styles: Impoverished leader (has low concern for both production and people). Authority-compliance leader (has high concern for production and a low concern for people) Country-club leader (has a high concern for people and a low concern for production) Middle-of-the-road leader (has balanced, medium concern for both production and people) Team leader (has a high concern for both production and people)

ASSESSING LEADERSHIP BEHAVIORS 3600 Feedback results shows that there are plenty of leaders who are leadership legends in their own minds but are also charismatically challenged in the eyes of others (Gordy Curphy)

ASSESSING LEADERSHIP BEHAVIORS Boss 3600 Feedback Peers Self Direct Report

Leadership and motivation anything affects behavior in pursuing a certain outcome. The real challenge (for leaders) is to manage human resources as effectively as possible in order to attain world-class performance (Fred Luthans & Alexander Stajkovic) People don’t leave companies, they leave bad bosses (Beverly Kaye)

Leadership and motivation The relationship between leadership, job satisfaction, and performance Customer satisfaction Leader Behavior (Proper use of motivational techniques) Follower Performance Unit or team performance Organizational citizenship behavior Follower job satisfaction Follower Retaliation Follower Turnover

Leadership and motivation theories Content Theories - Hierarchy of need theory - Two-factor theory - McClelland Theory Process Motivation Theories - Equity theory - Expectancy Theory - Goal-setting theory - Reinforcement Theory

Content Motivation Theories Focus on explaining predicted behavior based on people’s needs Hierarchy of need theory People are motivated through five level of need; physiological, safety, belongingness, esteem and self-actualization Two-factor theory People are motivated by motivators (intrinsic) factors rather than maintenance (extrinsic) factors McClelland Theory Need for Achievement Need for Power Need for Affiliation

Process Motivation Theories Focus on understanding how people choose behavior to fulfill their needs Equity theory Proposes that people are motivated when their perceived inputs equal output Expectancy theory People are motivated when they believe they can accomplish the task, they will get the reward, and the rewards for doing so are worth effort. Goal-setting theory Proposes that specific, difficult goals motivate people High achievement, motivated individuals consistently engage in goal-setting. Goal give us a sense of purpose.

d. Reinforcement Theory Proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways Types of reinforcement Positive reinforcement Avoidance reinforcement Extinction reinforcement Punishment

Which of the three content motivation theories do you prefer? Why?