1. Chapter Ten Motivation and Coaching Skills
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2. Learning Objectives
Identify and describe leadership skills linked to expectancy theory.
Describe goal theory.
Describe how leaders can motivate others through recognition.
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3. 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.
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4. 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
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5. Figure 10-1 The Expectancy Theory of Motivation
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6. 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
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7. 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
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8. 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
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9. 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
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10. Figure Goal Theory
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11. 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
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12. 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
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13. 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
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14. 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.

15. 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
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16. 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.

17. 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
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18. 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
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19. 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
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20. 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.
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21. 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
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22. 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
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23. Summary (cont’d)
Managers often consult personal executive or business coaches to help them be more effective leaders
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