Lesson 6-Leadership and Motivation Flashcards
The Nature of Leadership
People, influence, and goals Reciprocal, occurring among people
A “people” activity, different than administration and problem-solving.
From Management to Leadership
Good management is essential to organizations
➢But, good managers must be leaders
➢Management promotes order, and problem solving: TASK ORIENTED
➢Leadership motivates toward vision and change: PEOPLE ORIENTED
➢Leadership cannot replace management, there should be a balance of both
Contemporary Leadership
Leadership evolves as the needs of the organization change
Leadership has evolved with technology, economic, labor, social, and cultural changes
Responding to the turbulence and uncertainty of the environment
Four approaches for today’s turbulent times:
Level 5 Leadership
Servant Leadership
Authentic Leadership Interactive Leadership (gender differences)
Level-Five Leadership
Lack of ego (humility)
Shy and self-effacing
Fierce resolve to do what is best for organization
Credit other people
Servant Leadership
Work exists for the development of the worker
Servant leaders transcend self-interest to serve others
Servant leaders give away power, ideas, information, recognition, credit, and money
Authentic Leadership
Leaders who know and understand themselves
✓ Inspire trust and commitment ✓ Staying true to one’s values and beliefs
✓ Respect diverse viewpoints
✓ Espouse and act with higher order ethical values
\✓ Encourage collaboration
✓ Help others learn, grow, and develop as leaders
Interactive Leadership
Derived from studies of female leaders (gender differences)
✓ Consistent with Level 5 leadership
✓ Consensual and collaborative ✓ Influence derived from relationships
Leadership & Change Management: Charismatic and Visionary Leadership
Charismatic leaders are skilled in the art of visionary leadership Vision is an attractive ideal future Inspire and motivate people to do more
A lofty vision
Ability to understand and empathize
Empowering and trusting subordinates
Visionary leaders speak to the hearts of employees to be a part of something big
Transformational Leadership
Transformational
Innovative
Recognize follower needs
– Inspire followers
– Create a better future
– Promote significant change
Traditional Leadership Approaches: a.LeadershipTraits
Early research on leadership focused on traits
Great Man Approach to leadership Traits are reemerging as a leadership interest Combine trait research with other leadership ideas Effective leaders possess varied traits and combine these with their strengths: basis of Traits Approach
Traits Approach
Strengths of this Theory Limitations of this Theory
The Way Forward: Who are effective leaders, beyond the Traits Approach?
b. Behavioural Approaches
Research beyond leadership traits
Defined two leadership behaviors for understanding effective leadership:
Task-oriented behavior People-oriented behavior Foundation of important leadership studies
Identified two major behaviors: Consideration; people oriented
Mindful of subordinates Respects ideas and feelings Establishes mutual trust
Initiating structure; task behavior
Task oriented
Directs work activities toward goals
Michigan Studies
Employee-centered leaders (most effective)
Establish high performance goals
Display supportive behavior Job-centered leaders (not effective)
Less concerned with goal achievement/human needs Focus on meeting schedules, cost-management, and efficiency
Motivation
the arousal, direction, and persistence of behavior
Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence Employee motivation affects productivity
A manager’s job is to channel motivation toward the accomplishment of goals
Content Perspectives on Motivation
If managers understand employees’ needs, they can design appropriate reward systems
▪Needs motivate people
▪Needs translate into an internal drive that motivates behavior ▪People have a variety of needs
b) ERG Theory
Existence needs -the needs for physical well-being
➢ Relatedness needs -the needs for satisfactory relationships with others
➢ Growth needs -the needs that focus on the development of human potential and the desire for personal growth
Process Perspectives on Motivation:
explain how employees select behaviors with which to meet their needs and determine if their choices were successful How people select behavioral actions
➢Goal Setting Theory
➢Equity Theory
➢Expectancy Theory
a) Goal Setting Theory
Increase motivation by setting goals
Key components of the theory: Goal specificity
Goal difficulty
Goal acceptance
Feedback
b) Equity Theory
Individual perceptions of fairness shape motivation
Perceived inequity can be reduced by:
Changing work effort Changing outcomes
Changing perception
Leaving the job
Inequity occurs when the input-to-outcome ratios are out of balance
Equity Theory
Discrepancy Theory
c) Expectancy Theory
Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
E –P: putting effort into a given task will lead to high performance
P –O: successful performance of a task will lead to the desired outcome
Valence –the value or attraction an individual has for an outcome
Reinforcement Perspective on Motivation-Looks at relationship between behavior & consequences
-Behavior Modification Reinforcement theory techniques used to modify behavior
-Reinforcement An act that causes a behavior to be repeated or inhibited
-Law of Effect Reinforcement An act that causes a behavior to be repeated or inhibited Positively reinforced behavior tends to be repeated and unreinforced behavior inhibited
-Positive Reinforcement Pleasant and rewarding consequences following a desired behavior
Dimensions that determine a job’s motivational potential:
Skill variety
Task identity
Task significance
Autonomy
Feedback
Empowering People to Meet Higher Needs
Employees receive information about company performance
✓ Employees have knowledge and skills to contribute to company goals
✓ Employees have the power to make substance decisions
✓ Employees are rewarded based on company performance
