Leadership Theory, Application, Skill Development 1st Edition Robert N. Lussier and Christopher F. Achua. This presentation created by: MANAGEMENT TRAINING SPECIALISTS 5320-D Camp Bowie Blvd / Fort Worth, Texas / Copyright © 2001 South-Western College Publishing

Chapter 3 Leadership Behavior and Motivation and Motivation 3-1

Chapter 3 Learning Objectives Iowa State University leadership styles University of Michigan and Ohio State University Leadership models. Ohio State University Leadership model and the leadership grid. Three content motivation theories. Four types of reinforcement. Content, process, and reinforcement theories. Key terms 3-2

Iowa State University Leadership Styles Autocratic Democratic 3-3

The University of Michigan One-Dimensional Two Leadership Styles Model Job Centered Employee Centered 3-4

The Ohio State & University of Michigan Two-Dimensional Leadership Styles Ohio State University High Low StructureHigh StructureandHigh Consideration andLow Consideration Low Initiating Structure Low High O CONSIDERATIONCONSIDERATION 3-5

“Although there is no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration.” 3-6

Blake, Mouton, and McCanse Leadership Grid CONCERNCONCERN--PPEEOOPPLLEECONCERNCONCERN--PPEEOOPPLLEE-PEOPLE CONCERN for PRODUCTION 1CONCERN for PRODUCTION 9 Low High Low High 1,9 Country Club 1,1 9,1 9,9 5,5 Impoverished Team Leader Middle of the Road Authority-Compliance 3-7

Major Motivation Theories Classification of Motivation Theories 1.Content Motivation theories 2.Process Motivation Theories 3.Reinforcement Theory Specific Motivation Theory a. Hierarchy of needs theory b. Two-factor theory c. Acquired needs theory a. Equity theory b. Goal-setting theory c. Expectancy theory Type of Reinforcement a. Positive b. Avoidance c. Extinction d. Punishment 3-10

The Motivation Process Need Motive Behavior Consequence Satisfaction or Dissatisfaction Feedback 3-9

Hierarchy of Needs Two-Factor Acquired Needs 3 Content Motivation Theories3 Theories 3-8

Self- Actualization Esteem Social Safety Physiological Hierarchy of Needs Theory 3-11

Herzberg’s 2-factor Motivation Model HighLow Maintenance Factors (Extrinsic Motivators: pay, benefits, job security, working conditions, policies) Not DissatisfiedDissatisfied Motivator Factors (Intrinsic Motivators: work itself, recognition, achievement, growth, responsibility) Satisfied (motivated) Not satisfied (not motivated)

Acquired Needs Theory (employees are motivated by their need for:) Affiliation Power Power Achievement 3-12

Process Theories Seek To Understand: Why people’s needs change, How and why people choose to try and satisfy those needs in different ways, The mental processes people go through, and How they evaluate their satisfaction.

Equity Theory = Others’ input (contributions) Others’ outcomes (rewards) Our inputs (contributions) = Our outcomes (rewards) (proposed that employees are motivated when their perceived inputs equal outputs.) 3-13

Expectancy 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

Expectancy Theory Motivation = expectancy x instrumentality x valence Expectancy - belief about ability to do the task Instrumentality - the belief a reward will be forthcoming Valence - the value the individual places on the reward

Leaders can use Expectancy Theory 1) By using clearly defined objectives, 2) By tying performance to rewards, 3) Assuring rewards are valued, 4) Employees believe what you say, and 5) Setting high expectations as a self- fulfilling prophecy.

Goal Setting Effective Goals = Initiative + Action verb + Singular, specific, measurable result + Target date

You Get What You Reinforce

Types of Reinforcement 1) Positive Reinforcement - offer rewards for desired behavior 2) Avoidance Reinforcement (negative) - rules designed to get employees to avoid behaviors. 3) Extinction - reduce undesirable behavior by withholding reinforcement when behavior occurs. 4) Punishment - undesirable consequence for undesirable behavior.