Chapter 10: Leadership and Organizational Change Flashcards
Motivation
Inner force that activates or moves a person toward achievement of a goal. In the motivation process, needs produce motives that lead to the accomplishment of goals or objectives.
Motive
Something that prompts a person to action.
Prepotent Need
Need that is dominant over all others.
Withdrawal
When an individual becomes less involved in work; may be exhibited by apathy, excessive absences, lateness, or turnover. It is one mechanism used to avoid frustrating situations.
Agression
When an individual directly attacks the source of frustration or another object or party. For example, a foodservice employee who is upset with his or her supervisor may slam and bang the pots and pans as a way of venting frustration.
Substitution
When an individual puts something in the place of the original object.
Compensation
When a person goes overboard in one area or activity to make up for deficiencies in another.
Revert or Regress
When an individual exhibits childlike behavior as a way of dealing with an unpleasant situation.
Repression
When an individual attributes his or her own feelings to someone else.
Rationalization
When an individual presents a reason that is less ego deflating or more socially acceptable than the true reason.
The 5 Theories of Motivation
- Need Hierarchy
- Achievement-power-affiliation
- Two-factor
- Expectancy
- Reinforcement
Need Hierarchy Theory
Developed by Maslow and states that people are motivated by their desire to satisfy specific needs, which are arranged in the following ascending hierarchical order:
- Psychological
- Safety
- Social
- Esteem
- Self-actualization
Physiological Needs
Needs of the human body that must be satisfied to sustain life.
Safety Needs
Needs concerned with the protection of individuals from physical or psychological harm.
Social Needs
Needs for love, affection and belonging.
Esteem Needs
Needs relating to feelings of self-respect and self-worth, along with respect and esteem from one’s peers.
Self-Actualization Needs
Needs related to one’s potential or to the desire to fulfill one’s potential.
Achievement-Power-Affiliation Theory
McClelland’s theory emphasizing needs that are learned and socially acquired as the individual interacts with the environment.
Achievement Motive
The need for achievement is a desire to do something better or more efficiently than it has been done before.
Power Motive
The need for power is basically a concern for influencing people. Two aspects of power are positive and negative.
Affiliation Motive
The need for affiliation is characterized by the desire to be liked by others and to establish or maintain friendly relationships.
Two-Factor Theory
Herzberg’s theory of work motivation focusing on the rewards or outcomes of performance that satisfy needs.
Expectancy Theory
Theory based on the belief that people act in such a manner as to increase pleasure and decrease displeasure. It attempts to explain behavior in terms of an individual’s goals, choices, and expectations of achieving these goals.
Valence
Value an employee places on rewards offered by the organization.
Reinforcement Theory
Skinner;s theory that people behave in a certain way because they have learned that certain behaviors are associated with positive and others with negative outcomes.
Intrinsic Motivtion
Motivation coming from within an individual.
Extrinsic Motivation
Factors outside of the individual that drive behavior.
Job Satisfaction
An individual’s feelings and beliefs about his or her job.
Organizational Citizenship Behaviors (OCBs)
Positive, voluntary behaviors that enhance organizational efficiency.
Affective Commitment
Commitment to an organization because one is happy to be working for the organization, believes in the organization, and wants to do what is best for the organization.
Continuous Commitment
Commitment to an organization only because the cost of leaving is too great.
Leadership
Process of influencing activities of an individual or group toward achieving organizational goals.
Position Power
Derived from a person’s official position in an organization.
Personal Power
Comes from personal attributes and expertise.
The 7 Bases of Power
- Legitimate power
- Reward power
- Coercive power
- Expert power
- Referent power
- Information power
- Connection power
Legitimate Power
Comes from the formal position held by an individual in an organization; generally, the higher the position, the higher legitimate power tends to be. A leader high in legitimate power induces compliance from others because the followers believe this person has the right to give directions by virtue of his or her position.
Reward Power
Comes from a leader’s ability to reward others. Examples of formal rewards are increases in pay, promotions, or favorable job assignments.
Coercive Power
Comes from the authority of the leader to punish those who do not comply. A leader with coercive power can fire, demote, threaten, or give undesirable work assignments to induce compliance from others.
Expert Power
Held by those leaders who are viewed as being competent in their job. Knowledge gained through education or experience and a demonstration of ability to perform are sources of expert power. A leader high in expert power can influence others because of their respect for his or her abilities.
Referent Power
Based on identification of followers with a leader. A leader high in referent power is generally well liked and admired by others; thus, the leader can influence others because of this identification and admiration.
Information Power
Based on the leader’s possession of or access to information that others perceive as valuable. This power influences others either because they need the information or want to be a part of things.
Connection Power
Based on the leader’s connections to leaders connections with influential or important persons inside or outside the organization. A leader high in connection power induces compliance from others who aim at gaining the favor or avoiding the disfavor of the influential connection.
Theory X
McGregor’s theory that motivation is primarily through fear and the supervisor is required to maintain close watch of employees if organizational goals are to be met. Also, the manager must protect the employees from their own shortcomings and weaknesses and, if necessary, goad them into action.
Theory Y
McGregor’s theory that emphasizes managerial leadership by permitting employees to experience personal satisfaction and to be self-directed.
