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

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

3. 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’

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

5. 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

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

7. 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

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

9. 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.

10. 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

11. 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

12. 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)

13. 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)

14. ASSESSING LEADERSHIP BEHAVIORS
Boss
3600 Feedback
Peers
Self
Direct Report

15. 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)

16. 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

17. 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

18. 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

19. 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.

20. 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

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