Motivation Theories Flashcards
1
Q
Skinner’s Operant Conditioning Theory
A
- believed that one’s internal thoughts and motivations could not be validated to explain their behavior. Rather, he suggested that only external (extrinsic), observable influences lead to one’s behavior
2
Q
Operant
A
- “active behavior that operates upon the environment to generate consequences”
3
Q
Reinforcement
A
- rewards a specific behavior and increases the likelihood the behavior will continue
4
Q
Positive Reinforcement
A
- involves favorable actions, results, or outcomes that a leader presents to a follower after the follower demonstrates a desired behavior.
- Examples of positive reinforcement include public recognition, praise, or award.
5
Q
Negative Reinforcement
A
- includes the removal of unpleasant, unfavorable actions or events the follower is currently experiencing that occurs after they have displayed a desirable behavior.
- Examples of this include removing member’s unfavorable information file (UIF) and removing restrictions placed on a member
6
Q
Punishment
A
- is where the leader presents an adverse event or outcome that causes a decrease in undesirable behavior
- Positive and Negative
7
Q
Positive Punishment
A
- refers to the typical form of punishment where the leader applies or presents of an unfavorable action or result to a follower who has demonstrated an undesirable behavior.
- Examples of positive punishment include applying restrictions to a member, issuing a UIF, and implementing additional duties.
8
Q
Negative Punishment
A
- occurs when a leader removes something valued by the follower after they have demonstrated an undesirable or unacceptable behavior.
- Examples of this include taking or withholding a member’s freedoms and liberties, revoking a promotion, and taking away one’s position and/or responsibilities.
9
Q
McClelland’s Need Theory
A
- This theory argues that for a reward to be appropriate, accepted, and effective; it must fulfill a member’s needs
10
Q
Based on his theory, there are three primary needs a person must satisfy to be motivated:
A
- Need for achievement
- Need for affiliation
- Need for power
11
Q
Need for achievement:
A
- is a desire where one accomplishes something difficult or masters particular objects, ideas, or tasks independently or with little help
12
Q
Need for affiliation:
A
- prefer to spend more time maintaining social relationships and wanting to be accepted and cared for
13
Q
Need for power:
A
- reflects an individual’s desire to influence, coach, teach, or encourage others to achieve.
14
Q
Intrinsic Motivation and Extrinsic Motivation
A
- motivation comes from two locations: within ourselves or from some outside source.
- We refer to these as intrinsic (internal) and extrinsic (external) motivation
15
Q
Instrinsic Motivation:
A
- is where one is driven by positive feelings (internal) associated with doing well on a task or job
16
Q
Competence and progress are derived from the accomplishment felt when completing tasks successfully:
A
- Sense of Meaningfulness
- Sense of Choice
- Sense of Competence
- Sense of Progress
17
Q
Extrinsic Motivation:
A
- drives people to do things in order to attain a specific outcome (external).
- These people are fueled by their desire to achieve (or avoid) some result for his or her behavior
18
Q
Extrinsic Rewards:
A
- do not come from the specific tasks performed; they are provided by others
- at work, extrinsic rewards include promotions, time off, awards, and duty titles.
19
Q
Contemporary Motivation:
A
- categorizes a member’s commitment to the organization into three levels: membership (lowest level), performance (moderate level), and involvement (highest level).
20
Q
Four Leadership Behaviors
A
- leadership behaviors that allow supervisors to establish a constructive transaction with followers.
1. Setting goals for and with followers
2. Suggest Pathways to meet performance expectations
3. Actively monitor followers’ progress and provide supportive feedback
4. Provide rewards when goals are attained
21
Q
Transformational Leadership
A
- is based on his or her ability to influence and “transform” others
- the most active and effective form
22
Q
Individualized Consideration (Caring)
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- where leaders treat others as individuals with different needs, abilities, and aspirations and not just a part of a group of subordinates
23
Q
Intellectual Stimulation (Thinking).
A
- a leader values their subordinates’ rationality and intellect, seeking different perspectives and considering opposing points of view
24
Q
Inspirational Motivation (Charming)
A
- behavior involves developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers
25
Q
Idealized Influence (Influencing)
A
- Otherwise known as charisma, transformational leaders often display high levels of moral behavior, virtues, and character strengths, as well as a strong work ethic.
