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ADMN232v9 - AthabascaU > Chapter 15 - Motivation and leadership > Flashcards

Chapter 15 - Motivation and leadership Flashcards

1
Q

Motivation

A

The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.

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2
Q

Initiation of effort

A

Is concerned with the choices that people make about how much effort to put forth in their jobs.

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3
Q

Direction of effort

A

Is concerned with the choices that people make in deciding where to put forth effort in their jobs.

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4
Q

Persistence of effort

A

Is concerned with the choices that people make about how long they will put forth effort in their jobs before reducing or eliminating those efforts.

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5
Q

Job Performance =

A

Motivation x Ability x Situational Constraints

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6
Q

Job Performance

A

Is how well someone performs the requirements of the job.

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7
Q

Ability

A

Is the degree to which workers possess the knowledge, skills, and talent needed to do the job well.

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8
Q

Situational Constraints

A

Are factors beyond the control of individual employees, such as tools, policies, and resources that have an effect on job performance.

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9
Q

Needs

A

Are the physical and psychological requirements that must be met to ensure survival and well-being.

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10
Q

Extrinsic Reward

A

A reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviours.

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11
Q

Intrinsic Reward

A

A natural reward associated with performing a task or activity for its own sake.

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12
Q

Companies use rewards to:

A

Get people to join the organization, regularly attend their jobs, and perform their jobs well.

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13
Q

What practical things can managers do to motivate employees to increase their efforts?

A
  • asking people what their needs are
  • satisfy lower-order needs first
  • expect peoples needs to change
  • as needs change and lower-order needs are satisfied, satisfy higher-order needs by looking for ways to allow employees to experience intrinsic rewards
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14
Q

Maslow’s Hierarchy of Needs (theory)

A

Higher order needs

  • self-actualization
  • esteem
  • belongingness

Lower order needs

  • Safety
  • Physiological
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15
Q

Alderfer’s ERG theory (needs)

A

Higher order needs

  • growth
  • relatedness

Lower order needs
- existence

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16
Q

Equity Theory

A

Theory states that people will be motivated when they perceive that they are being fairly treated.

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17
Q

The basic components of equity theory are:

A
  • Inputs
  • Outputs
  • Referents
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18
Q

Inputs - Equity Theory

A

In equity theory, the contributions employees make to the organization. (education and training, intelligence, experience, effort, number of hours worked, and ability.)

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19
Q

Outputs - Equity Theory

A

In equity theory, the rewards employees receive for their contributions to the organization. (pay, fringe benefits, status symbols, job titles and assignments, and even the leadership style of their superiors.)

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20
Q

Referents - Equity Theory

A

In equity theory, others with whom people compare themselves to determine if they have been treated fairly. (usually people compare themselves to others with the same or similar job, or people of the same gender, age, race, or tenure.)

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21
Q

Outcome/Input (O/I) Ratio - Equity Theory

A

In equity theory, an employee’s perception of the comparison between the rewards received from an organization and the employee’s contributions to that organization.

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22
Q

Two kinds of inequity:

A
  • underreward

- overreward

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23
Q

Underreward - Equity Theory

A

When the referent you compare yourself to is getting more outcomes relative to inputs that you are.

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24
Q

Overreward - Equity Theory

A

When you are getting more outcomes relative to your inputs than the referent to whom you compare yourself.

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25
Q

Five ways people try to restore equity when they feel they have been treated unfairly:

A
  • reducing inputs
  • increasing outcomes
  • rationalizing inputs or outcomes
  • change the referent
  • leave
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26
Q

What practical things can managers do to use equity theory to motivate employees?

A
  • start by looking for and correcting major inequities
  • reduce employee inputs
  • make sure decision-making processes are fair
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27
Q

Distributive Justice - Equity Theory

A

The perceived degree to which outcomes and rewards are fairly distributed or allocated.

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28
Q

Procedural Justice - Equity Theory

A

The perceived fairness of the process used to make reward allocation decisions.

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29
Q

Expectancy Theory

A

Theory that states that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards.

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30
Q

Three components of expectancy theory

A
  • valence
  • expectancy
  • instrumentality

Motivation = Valence x Instrumentality x Expectancy

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31
Q

Valence - Expectancy Theory

A

The attractiveness or desirability of a reward or outcome.

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32
Q

Expectancy -Expectancy Theory

A

The perceived relationship between effort and performance.

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33
Q

Instrumentality - Expectancy Theory

A

The perceived relationship between performance and rewards.

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34
Q

What practical things can managers do to use expectancy theory to motivate employees?

A
  • systematically gather information to find out what employees want from their jobs
  • managers can take clear steps to link rewards to individual performance in a way that is clear and understandable to employees
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35
Q

Leadership

A

The process of influencing others to achieve group or organizational goals.

36
Q

Key differences between managers and leaders:

A

Managers:

  • do things right
  • status quo
  • short term
  • means
  • builders
  • problem solvers

Leaders:

  • do the right thing
  • change
  • long term
  • ends
  • architects
  • inspiring and motivating
37
Q

Leadership Substitutes

A

Subordinate, task, or organizational characteristics that make leaders redundant or unnecessary.

38
Q

Leadership Neutralizers

A

Subordinate, task, or organizational characteristics that can interfere with a leader’s actions or make it impossible for a leader to influence followers’ performance.

39
Q

Spatial distance

A

A situation in which supervisors and subordinates don’t work in the same place. (typically means: infrequent feedback, little or no face-to-face contact, and being “out of sight and out of mind”)

40
Q

Trait Theory

A

Leadership theory that holds that effective leaders possess a similar set of traits or characteristics.

41
Q

Traits

A

Relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behaviour.

42
Q

Typically leaders are different from non-leaders on the following traits:

A

Drive, the desire to lead, honesty/integrity, self-confidence, emotional stability, cognitive ability, and the knowledge of the business.

43
Q

“Drive” refers to: (Trait Theory)

A

high levels of effort and is characterized by achievement, motivation, ambition, energy, tenacity, and initiative.

44
Q

“Desire to lead” refers to: (Trait Theory)

A

they want to be in charge and think about ways to influence or convince others about what should or shouldn’t be done.

45
Q

“Honesty/Integrity” refers to: (Trait Theory)

A

Honesty is being truthful with others or they will not be trusted. Integrity is the extent to which leaders do what they said they would do.

46
Q

“Self-confidence” refers to: (Trait Theory)

A

believing in one’s abilities. Leaders make risky, long-term decisions and must convince others of the correctness of those decisions.

47
Q

“Emotional Stability” refers to: (Trait Theory)

A

Remaining even-tempered and consistent in their outlook even when things go wrong and in they way they treat others.

48
Q

“Cognitive Ability” refers to: (Trait Theory)

A

Leaders are smart … They have the capacity to analyze large amounts of seemingly unrelated, complex information and see patterns or opportunities or threats that others may not.

49
Q

“Knowledge of the Business” refers to: (Trait Theory)

A

They have superior technical knowledge about the business they run and understand the key technological decisions and concerns facing their company.

50
Q

Initiating Structure

A

The degree to which a leader structures the roles of followers by setting goals, giving direction, setting deadlines, and assigning tasks.

51
Q

Consideration

A

The extent to which a leader is friendly, approachable, supportive, and shows concern for employees.

52
Q

Fiedler’s Contingency Theory

A

Leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style.

53
Q

Fiedler’s Contingency Theory - Leadership Style

A

The way in which leaders generally behave towards followers. That leaders’ underlying needs and personalities are tied to their leadership style and that leaders’ are generally incapable of changing their leadership style.

54
Q

Fiedler’s Contingency Theory - Situational Favourableness

A

The degree to which a particular situation either permits or denies a leader the chance to influence the behaviour of group members.

55
Q

Fiedler’s Contingency Theory - Three situational factors that determine the favourability of a situation:

A
  • leader-member relations
  • task structure
  • position power
56
Q

Fiedler’s Contingency Theory - Leader-Member Relations

A

The degree to which followers trust, respect, and like their leaders.

57
Q

Fiedler’s Contingency Theory - Task Structure

A

The degree to which the requirements of a subordinate’s tasks are clearly specified.

58
Q

Fiedler’s Contingency Theory - Position Power

A

The degree to which leaders are able to hire, fire, reward and punish workers.

59
Q

Hersey and Blanchard’s Situational Theory

A

Leadership theory that states that leaders need to adjust their leadership styles to match followers’ maturity.

60
Q

Hersey and Blanchard’s Situational Theory - Worker Readiness

A

The ability and willingness to take responsibility for directing one’s behaviour at work.

61
Q

Hersey and Blanchard’s Situational Theory - Worker readiness consists of two components:

A
  • job readiness

- psychological readiness

62
Q

Hersey and Blanchard’s Situational Theory - Job readiness

A

Consists of the amount of knowledge, skill, ability, and and experience people have to perform their jobs.

63
Q

Hersey and Blanchard’s Situational Theory - Psychological readiness

A

is a feeling of self-confidence and self-respect.

64
Q

Hersey and Blanchard’s Situational Theory - Leadership styles (4 types)

A
  • telling
  • selling
  • participating
  • delegating
65
Q

Hersey and Blanchard’s Situational Theory - leadership style - telling

A

One-way communication, in which followers are told what, how, when, and where to do particular tasks.

66
Q

Hersey and Blanchard’s Situational Theory - leadership style - selling

A

Two-way communication and psychological support to encourage followers to “own” or “buy into” particular ways of doing things.

67
Q

Hersey and Blanchard’s Situational Theory - leadership style - participating

A

Two-way communication and shared decision-making.

68
Q

Hersey and Blanchard’s Situational Theory - leadership style - delegating

A

Leaders basically let workers “run their own show” and make their own decisions.

69
Q

Strategic Leadership

A

The ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization.

70
Q

Visionary Leadership

A

Leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting.

71
Q

Two kinds of visionary leadership:

A
  • charismatic leadership

- transformational leadership

72
Q

Charismatic Leadership

A

The behavioural tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers.

73
Q

Charismatic Leaders:

A
  • Articulate a clear vision for the future that is based on strongly held values and morals
  • Model those values by acting in a way consistent with the vision
  • Communicate high performance expectations to followers
  • Display confidence in followers’ abilities to achieve the vision
74
Q

Two kinds of charismatic leaders:

A
  • ethical charismatics

- unethical charismatics

75
Q

Ethical Charismatics

A

Charismatic leaders that provide developmental opportunities for followers, are open to positive and negative feedback, recognize others’ contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society.

76
Q

Unethical Charismatics

A

Pose a tremendous risk for companies, they control and manipulate employees, do what is best for themselves instead of the organization, only want to hear positive feedback, only share information when it is beneficial to themselves, and have moral standards that put their interests before everyone else’s.

77
Q

Transformational Leaders

A

Leadership that generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self-interest for the good of the group.

78
Q

Four components of transformational leadership

A
  • charismatic leadership or idealized influence
  • inspirational motivation
  • intellectual stimulation
  • individualized consideration
79
Q

Charismatic leadership or idealized influence - (transformational leadership)

A

transformtional leaders act as role models for their followers, can be counted on to do the right thing, and maintain high standards for ethical and personal conduct.

80
Q

Inspirational motivation - (transformational leadership)

A

transformational leaders motivate and inspire followers by providing meaning and challenge to their work.

81
Q

Intellectual stimulation - (transformational leadership)

A

transformational leaders encourage followers to be creative and innovative, to question assumptions, and to look at problems and solutions in new ways, even if they are different from the leader’s ideas.

82
Q

Individualized consideration - (transformational leadership)

A

transformational leaders pay special attention to followers’ individual needs by creating learning opportunities, accepting and tolerating individual differences, encouraging two-way communication, and being a good listener.

83
Q

Transactional Leadership

A

Leadership based on an exchange process, in which followers are rewarded for good performance and punished for poor performance.

84
Q

McClelland’s learned needs (theory)

A

Higher order needs

  • power
  • achievement
  • affiliation
85
Q

Herzberg’s motivator-hygiene theory

A

Higher order needs
- motivators

Lower order needs
- hygiene

86
Q

Types of leaders

A
  • charismatic leadership
  • strategic leadership
  • transactional leadership
  • transformational leadership
  • visionary leadership

ADMN232v9 - AthabascaU (12 decks)

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