Motivation Theories

Question 1

Skinner’s Operant Conditioning Theory

Answer 1

• 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

Question 2

Operant

Answer 2

• “active behavior that operates upon the environment to generate consequences”

Question 3

Reinforcement

Answer 3

• rewards a specific behavior and increases the likelihood the behavior will continue

Question 4

Positive Reinforcement

Answer 4

• 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.

Question 5

Negative Reinforcement

Answer 5

• 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

Question 6

Punishment

Answer 6

• is where the leader presents an adverse event or outcome that causes a decrease in undesirable behavior
• Positive and Negative

Question 7

Positive Punishment

Answer 7

• 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.

Question 8

Negative Punishment

Answer 8

• 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.

Question 9

McClelland’s Need Theory

Answer 9

• This theory argues that for a reward to be appropriate, accepted, and effective; it must fulfill a member’s needs

Question 10

Based on his theory, there are three primary needs a person must satisfy to be motivated:

Answer 10

• Need for achievement
• Need for affiliation
• Need for power

Question 11

Need for achievement:

Answer 11

• is a desire where one accomplishes something difficult or masters particular objects, ideas, or tasks independently or with little help

Question 12

Need for affiliation:

Answer 12

• prefer to spend more time maintaining social relationships and wanting to be accepted and cared for

Question 13

Need for power:

Answer 13

• reflects an individual’s desire to influence, coach, teach, or encourage others to achieve.

Question 14

Intrinsic Motivation and Extrinsic Motivation

Answer 14

• motivation comes from two locations: within ourselves or from some outside source.
• We refer to these as intrinsic (internal) and extrinsic (external) motivation

Question 15

Instrinsic Motivation:

Answer 15

• is where one is driven by positive feelings (internal) associated with doing well on a task or job

Question 16

Competence and progress are derived from the accomplishment felt when completing tasks successfully:

Answer 16

• Sense of Meaningfulness
• Sense of Choice
• Sense of Competence
• Sense of Progress

Question 17

Extrinsic Motivation:

Answer 17

• 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

Question 18

Extrinsic Rewards:

Answer 18

• 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.

Question 19

Contemporary Motivation:

Answer 19

• categorizes a member’s commitment to the organization into three levels: membership (lowest level), performance (moderate level), and involvement (highest level).

Question 20

Four Leadership Behaviors

Answer 20

• 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

Question 21

Transformational Leadership

Answer 21

• is based on his or her ability to influence and “transform” others
• the most active and effective form

Question 22

Individualized Consideration (Caring)

Answer 22

• where leaders treat others as individuals with different needs, abilities, and aspirations and not just a part of a group of subordinates

Question 23

Intellectual Stimulation (Thinking).

Answer 23

• a leader values their subordinates’ rationality and intellect, seeking different perspectives and considering opposing points of view

Question 24

Inspirational Motivation (Charming)

Answer 24

• behavior involves developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers

Question 25

Idealized Influence (Influencing)

Answer 25

• Otherwise known as charisma, transformational leaders often display high levels of moral behavior, virtues, and character strengths, as well as a strong work ethic.