Chapter Ten Motivation and Coaching Skills © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives Identify and describe leadership skills linked to expectancy theory. Describe goal theory. Describe how leaders can motivate others through recognition. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (cont’d) Describe how leaders can motivate using social equity theory Understand the characteristics of coaching and how to practice coaching skills and techniques Describe how executive coaches help enhance leadership skills. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Expectancy Theory The amount of effort people expend depends on how much reward they expect to get in return It is cognitive because it emphasizes the thoughts, judgments, and desires of the person being motivated It is a process theory because it attempts to explain how motivation takes place © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 10-1 The Expectancy Theory of Motivation © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Basic Components of Expectancy Theory Valence is a measure of the worth or attractiveness of an outcome on a scale -100 to +100 Instrumentality is a measure of performance-to-outcome on a scale of 0 to 1.0 Expectancy is a measure of effort-to-performance on a scale of 0-1.0 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Implications for Leaders How to apply Expectancy Theory Determine what levels and kinds of performance are needed to achieve organizational goals Make the performance level attainable by the individuals being motivated Train and encourage people Make explicit the link between rewards and performance © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Implications (cont’d) Make sure the rewards are large enough Analyze what factors work in opposition to the effectiveness of the reward Explain the meaning and implications of second-level outcomes Understand individual differences in valences Recognize that when workers are in a positive mood, high valences, instrumentalities, and expectancies are more likely to lead to good performance © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Goal Theory Behavior is regulated by values and goals A goal is what a person is trying to accomplish People desire to behave in ways consistent with their values © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 10-2 Goal Theory © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Using Recognition and Pride to Motivate Others Recognition is a strong motivator because it is a normal human need Recognition can be oral, written, or material Recognition, including praise, is low cost and often motivates employees to elevate their performance © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Appealing to Pride Pride in a job well done is an intrinsic motivator that contributes to job performance Receiving a gift or bonus is an extrinsic motivator Some believe managers should focus on pride, not money, as their primary motivating tactic © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Equity Theory and Social Comparison Employees compare themselves to others in the organization If the employee perceives equity in the workplace they are more likely to feel motivated and satisfied Equity exists if an individual concludes that his or her own outcome/input ratio is equal to that of other people © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Equity Theory and Social Comparison (cont’d) If inequity is perceived, the employee may attempt to alter the outcome, alter the input, or in the extreme, leave the situation (quit) To alter the outcome, they may ask for a raise, bonus, promotion, time off, or try to convince management to give less to others © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Equity Theory and Social Comparison (cont’d) To alter the input the employee may decrease effort or time devoted to work It is important for leaders to recognize the consequences of inequity and take steps towards an equitable workplace © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Coaching as Motivation Coaching is a way of enabling others to act and build on their strengths The purpose of coaching is to help the employee learn from the job and develop as an employee Coaching is giving employees the resources they need to make their own decisions © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Fallacies About Coaching Coaching applies only in one-to-one work Coaching is mostly about providing new knowledge and skills If coaches go beyond giving instruction in knowledge and skills, they are in danger of getting into psychotherapy Coaches need to be expert in something in order to coach Coaching has to be done face-to-face © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Coaching Skills and Techniques Communicate clear expectations to group members Build relationships Give feedback on areas that require specific improvement Listen actively Help remove obstacles © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Coaching Skills and Techniques (cont’d) Give emotional support Reflect content or meaning Give some gentle advice and guidance Allow for modeling of desired performance and behavior Gain a commitment to change Applaud good results © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Executive Coaching …is a one-on-one development process formally contracted between a coach and a management-level client to help achieve goals related to the professional and/or business performance. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary Effective leaders are outstanding motivators and coaches The expectancy theory of motivation is useful for developing motivational skills because it is comprehensive, building on other theories of motivation Expectancy theory has several implications and provides guidelines for leaders © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary (cont’d) Goal theory is a basic process that is directly or indirectly part of all major theories of motivation Recognition and reward programs are a direct application of positive reinforcement © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary (cont’d) Managers often consult personal executive or business coaches to help them be more effective leaders © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.