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Leadership Styles and Motivation Theories Explained
1.
Copyright ©2004 by
South-Western, division of Thomson Learning. All rights reserved. Leadership Behavior and Motivation Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-1
2.
What is leadership
style? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-2
3.
Leadership Style The combination
of traits, skills, and behaviors leaders use as they interact with followers. Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-3
4.
University of Iowa Leadership
Styles Autocratic...........................Democratic Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Source: Adapted from K. Lewin, R. Lippett, and R.K. White, 1939. “Patterns of Aggressive Behavior in Experimentally Created Social Climates.” Journal of Social Psychology 10:271301. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-4
5.
The University of
Michigan Leadership Model: Two leadership styles, one dimension Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Job Centered........Employee Centered Leadership Style……..Leadership Style Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-5
6.
The Ohio State
University Leadership Model: Four leadership styles, two dimensions C O N S I D E R A T I O N Ohio State University Low Structure and High Consideration High Structure and High Consideration Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Low Structure and Low Consideration High Structure and Low Consideration Initiating Structure Low High Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-6
7.
What is the
best leadership style? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-7
8.
What is the
best leadership style? The one which works for the individual leader in a specific time and in a specific environment Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-8
9.
Which leadership style
do workers think is best? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-9
10.
“Although there is
no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration.” Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-10
11.
Blake, Mouton, &
McCanse Leadership Grid High C O N C E R N P E O P L E 1,9 9,9 Country Club Team Leader 5,5 Middle of the Road Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Impoverished 1,1 Authority-Compliance 9,1 Low 1 Low CONCERN for PRODUCTION Source: Adapted from Robert R. Blake and Jane S. Mouton, The Managerial Grid III (Houston: Gulf, 1985); and Robert R. Blake and Anna Adams McCase, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9 High 3-11
12.
Team Leadership (9,9) •
The goal in leadership development – Few ever reach it • Similar to the philosophy of U.S. Army Training Command . . . Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. – “Mission First, People Always.” Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-12
13.
What is Motivation? Copyright
©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-13
14.
Motivation Anything that affects
behavior in pursuit of a certain outcome Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-14
15.
Motivation Process People go
from need to motive to behavior to consequence to satisfaction or dissatisfaction Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-15
16.
The Motivation Process Need Motive Behavior Consequence Satisfaction
or Dissatisfaction Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Feedback Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-16
17.
Major Motivation Theories Classification
of Motivation Theories 1. Content motivation theories Specific Motivation Theory a. Hierarchy of needs theory b. Two-factor theory c. Acquired needs theory a. Equity theory b. Expectancy theory c. Goal-setting theory Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. 2. Process motivation theories Type of Reinforcement 3. Reinforcement theory a. Positive b. Avoidance c. Extinction d. Punishment Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-17
18.
What are Content Motivation
Theories? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-18
19.
Content Motivation Theories Focus
on explaining and predicting behavior based on people’s needs Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-19
20.
3 Content Motivation Theories Copyright ©2004 by
South-Western, division of Thomson Learning. All rights reserved. Hierarchy of Needs Acquired Needs Two-Factor Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-20
21.
What is a
Hierarchy of Needs Theory? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-21
22.
Hierarchy of Needs
Theory Proposes that people are motivated through levels of needs which begin a basic life sustaining needs and progress to life and work satisfaction needs Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-22
23.
What is the
Best Known Hierarchy of Needs Theory? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-23
24.
Maslow’s Hierarchy of
Needs SelfActualization Esteem Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Social Safety Physiological Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-24
25.
What is Herzberg’s Theory
of Motivation? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-25
26.
Herzberg’s Two-Factor Theory of
Motivation • Motivator Factors – Intrinsic – Satisfied or not satisfied Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. • Maintenance (Hygiene) Factors – Extrinsic – Dissatisfied or not dissatisfied Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-26
27.
What is the
Acquired Needs Theory of Motivation? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-27
28.
Acquired Needs Theory (employees
are motivated by their need for:) Power Achievement Affiliation Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-28
29.
What is the
Equity Theory of Motivation? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-29
30.
Equity Theory (proposed that
employees are motivated when their perceived inputs equal outputs.) Our inputs (contributions) = Others’ input (contributions) = Others’ outcomes (rewards) Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Our outcomes (rewards) Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-30
31.
What is the
Expectancy Theory of Motivation? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-31
32.
Expectancy Theory Proposes that employees
are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort. Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-32
33.
What is the
Goal-setting Theory of Motivation? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-33
34.
Goal-setting Theory Proposes that
specific, difficult goals motivate people Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-34
35.
How Does a
Leader Set Meaningful Goals & Objectives to Motivate Subordinates? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-35
36.
Criteria for Objectives •
Singular result – One end result • Specific – Exact performance expected Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. • Measurable – Observe and measure progress • Target date – Specific completion date Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-36
37.
Other Criteria for Objectives •
Difficult but achievable • Participatively set • Commitment of employees Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-37
38.
What is Reinforcement Theory? Copyright
©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-38
39.
Reinforcement Theory • Also
known as behavior modification • Based on studies of B.F. Skinner – Major topic of study in Psychology • Depends on reinforcement – – – – Positive Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Avoidance Extinction Punishment • Reinforcement can be – Continuous – Intermittent Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-39
40.
You get what you reinforce, not
always what you reward! Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-40
41.
How Can a
Leader Motivate Using Reinforcement? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-41
42.
Motivating with Reinforcement •
Set clear objectives – Employees must understand what is expected • Use appropriate rewards – Must be seen as rewards • Use the appropriate reinforcement schedule • Do not reward unworthy performance • Look for the positive • Give sincere praise • Do things for your employees Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-42
43.
Give Sincere Praise •
People will know if you mean it • Praise Model (Person to Person) – – – – Tell what was done well Tell why it is important Take a moment of silence Encourage continued good work Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. • Learn to give praise easily – It is an effective and inexpensive motivational tool Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-43
44.
Which Motivation Theory is
the “Correct” Model? Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-44
45.
Which Motivation Theory
is the “Correct” Model? • All of them • None of them • None works in all environments, in all situations, or for all people Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved. – Leader must be flexible • Knowledge of all theories will help in determining the correct way to motivate in a given situation Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3-45
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