Leadership and Motivation Flashcards

Question

Intrinsic andExtrinsic motivation definitions

Answer 1

Intrinsic: motivation from within the self (feeling good) Extrinsic: motivation from outside the self (praise, money)

Answer 2

Depends on type of extrinsic motivation and how it is perceived: Motivation through pay: Positive if perceived as providing information about behaviour Negative if perceived as attempting to exert control over behaviour Can have a negative impact on motivation.

Answer 3

Innate needs (‘biological make-up’) Calculating one’s gains (rational, cognitive approach) Fairness (social-cognitive approach) Goals(intention shapes action)

Answer 4

Content: Focus on what motivates behaviour in the workplace Process: Focus on how the content of motivation influences behaviour in the workplace

Answer 5

Content theory Look at the relationship between internal needs and the resulting effort expended to fulfil them Motivation is needs based, comes from within the individual. Managers can shape the goals for need fulfilment. Based on a ‘need for achievement’. When are needs are not met we experience tension and so are motivated to change it.

Answer 6

Higlights need to appreciate that different employees have different needs. Problem of measurement, no clear relations between needs and behaviour. Unsure how to use in practice.

Answer 7

Process theory. Individuals have different sets of goals and can be motivated if they believe that: * Increased effort leads to increased performance * Good performance will lead to rewards * The reward will satisfy their needs * The desire to satisfy the need is worth the effort needed Ues variables Expectancy, Instrumentality and Valance and says these interact.

Answer 8

Employees have different expectations and confidence in what they are capable of doing. The belief that increased effort will lead to increased performance. Management should discover what resources, training etc. people need.

Answer 9

The belief that if you perform well that a valued outcome will be received. Managers must be careful not to break the trust of employees and keep their promises so that rewards are fulfilled.

Answer 10

The importance the individual places upon the outcome/reward. Positive valence = want to attain the reward. Management should discover what employees value.

Answer 11

Employee beliefs about expectancy, instrumentality and valence interact psychologically to create motivation. Motivation = Expectancy * (Instrumentality*Valance) Motivation correlates with performance and effort.

Answer 12

the probability that our efforts will lead to the required performance level.

Answer 13

the probability that our successful performance will lead to certain outcomes.

Answer 14

Goals help people to persist and direction their attention and effort. Difficult, specific and accepted goals result in better performance (16% increase) Jointly decide on goals between employer and employee (increase acceptance). Should be individually calibrated by managers.

Answer 15

Commitment Difficulty Specificity Acceptance.

Answer 16

Too difficult = low commitment or acceptance. Too easy = employee not reaching potential.

Answer 17

Individuals translate general intentions into more specific actions through four things: STRATEGY (goals lead to task-relevant strategies). INTENSITY (goals have an energising function) DIRECTION (direct attention and effort towards goal) PERSISTENCE (prolong effort when allowed to control time spent on task) Must have ability to achieve goal and receive regular feedback to maintain motivation.

Answer 18

Multiple goals can lead to goal conflict or prioritisation (Locke & Latham, 2002). By aligning individual goals with organisational goals and maximising performance, goal conflict and prioritisation can be reduced (Seijts & Latham, 2000b).

Answer 19

Solid empirical support over other theories of intentional behaviour Clear practitioner applications (SMART goals). Group goals improve performance if individuals are assigned responsibility (Kleingeld et al., 2011).

Answer 20

Lack of field research. Individual and Organisational goals may conflict (Locke & Latham, 2002). Risk attached to setting difficult goals Lack understanding of why/how goals mean better performance (what are the motivational and cognitive processes involved)

Answer 21

People are motivated to obtain a ‘fair return’ for their efforts. Need for balanced contribution from employee and organisation. Employees compare own inputs to other employees. Unfairness motivates negative behavioural change. Theories focus on what employees do when dissatisfied.

Answer 22

Outcome focused. Costs vs. Benefits = inputs and outputs have to be balanced. Employees calculate how much they contribute to the company vs. how much they get back Compare this ratio against others’ ratios Unbalanced ratio = ‘equity distress’ Desire to balance equity leads to reducing effort, altering the comparison, leaving.

Answer 23

Recognise that outcomes are not the only thing that matter. Focus on decision making process as the basis of fairness. Individual perceptions are key.

Answer 24

Organisational justice = employee perceptions of fairness in the workplace. Classified into: distributive, procedural and interactional (interpersonal and informational). Procedural justice most important.

Answer 25

Distributive = fairness of decision outcomes Procedural = fairness of decision making process Interactional = how decision process is communicated. Interactional subtypes: * Interpersonal = are people treated with dignity? * Informational = adequate explanation of decisions.

Answer 26

* Voice (getting a say) * Consistency * Bias suppression * Accuracy * Ethics * Correctability

Answer 27

High procedural justice =it doesn’t matter whether the outcome is favourable or not, people will still have positive views of the organisation. Low procedural justice = if the outcome is favourable then people will like the organisation but if it isn’t they will develop a negative view of it.

Answer 28

Studying the lives and characteristics of ‘great men’ leaders to learn about effective leadership. An old approach that is rarely used today.

Answer 29

Identified two aspects of leadership behaviour: Consideration (focused on people not tasks e.g. trust building) Initiating Structure (task focused e.g. goal setting). Research inconsistent as some say effective leadership is linked to high in both but some says there two are not linked.

Answer 30

Relationship Orientated (consideration) vs. Task Orientated (initiating structure) Suggests that: Consideration (RO) associated with morale and employee attitudes Initiating Structure (TO) is associated with task and group performance.

Answer 31

Leaders must demonstrate different behaviours under different circumstances (unlike behaviour theories).

Answer 32

Good evidence that leader behaviours are more effective under different circumstances. Criticised as it suggests that these behaviours are trait based and so the manager should be changed when the situation does.