This document provides an overview of leadership and motivation concepts covered in an LIS 580 course. It defines leadership and different leadership styles/theories. It discusses the difference between managers and leaders and sources of power. It also summarizes various theories of motivation including need-based, process-based, and behavioral approaches. Key individual determinants of behavior like personality traits and self-concept are also outlined.
This document provides an overview of leadership and motivation theories. It discusses what leadership is, different leadership styles and skills, and several theories of leadership behavior including behavioral, transactional, transformational, and situational theories. Specifically, it covers Fiedler's contingency theory, path-goal theory, and substitutes for leadership theory. The document also discusses the differences between managers and leaders and sources of power and authority in organizations.
Contingency theories describe how aspects of the leadership situation can influence a leader's effectiveness. The multiple-linkage model describes how managerial behavior and situational variables jointly influence subordinate and unit performance through mediating variables like task commitment, role clarity, and cooperation. Effective leaders display a combination of behaviors suited to the situation rather than extreme styles. Adaptive leadership requires understanding the situation, increasing flexibility, planning, consultation, and guidance tailored to employee experience levels and tasks. Leaders should anticipate crises, identify problems clearly, direct confidently, and leverage opportunities.
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
The document discusses leadership behavior, attitudes, styles, and effectiveness. It begins by outlining the objectives of explaining key leadership dimensions, behaviors, attitudes, styles, and selecting the most appropriate style. It then covers classic dimensions of initiating structure and consideration behaviors. It describes task-related and relationship-oriented leadership attitudes and behaviors. 360-degree feedback is explained as a tool for leaders to improve. Participative, autocratic, entrepreneurial, and Leadership Grid styles are outlined. Research on gender differences in styles is discussed, noting that effectiveness is perceived the same between men and women. The conclusion emphasizes selecting leadership styles based on diagnosing the situation.
Leadership & Impact On Organisation ClimateStella SIM
The document discusses six different leadership styles and their impact on organizational climate. It analyzes each style's positive and negative aspects, when each style works best, and how they affect key factors like flexibility, standards, feedback and rewards, mission clarity, and commitment. Overall, styles that build loyalty, offer feedback, create a sense of belonging, and motivate people to a clear direction maximize commitment and performance. The most effective leaders blend multiple styles to suit different situations.
The document discusses various leadership theories including trait theory, behavioral theories, contingency models like Fiedler's model and path-goal theory. It also covers different leadership styles like autocratic, democratic, laissez-faire and situational leadership approaches based on follower maturity. The goal of leadership is to motivate followers to accomplish shared objectives through influencing their activities in an organized manner.
An organization is a deliberately structured social group established to achieve common goals. An organization combines raw materials, capital, labor, and knowledge to produce goods and services. It has four main components - tasks, people, structure, and technology.
Leadership theories have evolved over time from focusing on innate traits to behaviors to contingency factors. Early trait theories proposed that great leaders are born with certain traits. Behavioral theories examined what leaders do rather than inherent qualities. Contingency theories recognize that effective leadership depends on matching leader style to situational factors like task structure and leader-member relations.
The document discusses various leadership theories and concepts. It defines leadership and differentiates between leaders and managers. It describes substitutes and neutralizers for leadership and examines leadership traits and behaviors. It also covers situational leadership theories including Fiedler's contingency theory, path-goal theory, and Hersey and Blanchard's situational leadership model. Finally, it discusses normative decision theory and visionary leadership approaches like charismatic and transformational leadership.
This document provides an overview of leadership and motivation theories. It discusses what leadership is, different leadership styles and skills, and several theories of leadership behavior including behavioral, transactional, transformational, and situational theories. Specifically, it covers Fiedler's contingency theory, path-goal theory, and substitutes for leadership theory. The document also discusses the differences between managers and leaders and sources of power and authority in organizations.
Contingency theories describe how aspects of the leadership situation can influence a leader's effectiveness. The multiple-linkage model describes how managerial behavior and situational variables jointly influence subordinate and unit performance through mediating variables like task commitment, role clarity, and cooperation. Effective leaders display a combination of behaviors suited to the situation rather than extreme styles. Adaptive leadership requires understanding the situation, increasing flexibility, planning, consultation, and guidance tailored to employee experience levels and tasks. Leaders should anticipate crises, identify problems clearly, direct confidently, and leverage opportunities.
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
The document discusses leadership behavior, attitudes, styles, and effectiveness. It begins by outlining the objectives of explaining key leadership dimensions, behaviors, attitudes, styles, and selecting the most appropriate style. It then covers classic dimensions of initiating structure and consideration behaviors. It describes task-related and relationship-oriented leadership attitudes and behaviors. 360-degree feedback is explained as a tool for leaders to improve. Participative, autocratic, entrepreneurial, and Leadership Grid styles are outlined. Research on gender differences in styles is discussed, noting that effectiveness is perceived the same between men and women. The conclusion emphasizes selecting leadership styles based on diagnosing the situation.
Leadership & Impact On Organisation ClimateStella SIM
The document discusses six different leadership styles and their impact on organizational climate. It analyzes each style's positive and negative aspects, when each style works best, and how they affect key factors like flexibility, standards, feedback and rewards, mission clarity, and commitment. Overall, styles that build loyalty, offer feedback, create a sense of belonging, and motivate people to a clear direction maximize commitment and performance. The most effective leaders blend multiple styles to suit different situations.
The document discusses various leadership theories including trait theory, behavioral theories, contingency models like Fiedler's model and path-goal theory. It also covers different leadership styles like autocratic, democratic, laissez-faire and situational leadership approaches based on follower maturity. The goal of leadership is to motivate followers to accomplish shared objectives through influencing their activities in an organized manner.
An organization is a deliberately structured social group established to achieve common goals. An organization combines raw materials, capital, labor, and knowledge to produce goods and services. It has four main components - tasks, people, structure, and technology.
Leadership theories have evolved over time from focusing on innate traits to behaviors to contingency factors. Early trait theories proposed that great leaders are born with certain traits. Behavioral theories examined what leaders do rather than inherent qualities. Contingency theories recognize that effective leadership depends on matching leader style to situational factors like task structure and leader-member relations.
The document discusses various leadership theories and concepts. It defines leadership and differentiates between leaders and managers. It describes substitutes and neutralizers for leadership and examines leadership traits and behaviors. It also covers situational leadership theories including Fiedler's contingency theory, path-goal theory, and Hersey and Blanchard's situational leadership model. Finally, it discusses normative decision theory and visionary leadership approaches like charismatic and transformational leadership.
The document discusses leadership dynamics and models. It explains that leadership involves influence over followers to create real change for shared purposes. Effective leadership uses influence, establishes shared goals, and drives change. Leaders can influence followers through coercion, rewards, expertise, charisma or formal authority. Contingency models state that the best leadership style depends on situational factors. The Situational Leadership Model recommends different directive and supportive styles based on followers' readiness levels. Transformational leaders inspire followers through vision and confidence.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
WHEN YOUR COLLEAGUE IS A SABOTEUR - Case Study←ครђเรђ Batra
This document summarizes several management theories and concepts. It discusses Herzberg's two-factor theory, McClelland's three needs theory, Adams' equity theory, decision making, leadership vs. management, and provides recommendations for dealing with a sabotaging colleague. The key points, models, and differences between concepts are defined concisely throughout the document.
An adaptive leadership team is composed of members with complementary skills committed to a common purpose. Today, leadership requires a team approach to navigate volatile business environments. Adaptive leadership teams demonstrate distributed leadership, a clear charter, mutual trust, and the ability to process information and respond to changes. They empower members to take risks within agreed parameters and fluidly share leadership across roles. Analyzing a team's traits and roles helps strengthen its adaptive capabilities.
The document introduces the concept of adaptive leadership and provides tools to help identify and develop adaptive leadership skills. It discusses key fundamentals of an adaptive leadership approach including knowledge of the organization, willingness to project into the future, breaking down barriers, being disruptive, being agile, empowering others, and responding to changes. The tools include reflective questions, examples of adaptive leadership strategies, and a self-assessment to help leaders strengthen their adaptive skills.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
Adaptive leadership model - A Decision/Action Model for Soccer – Pt 5Larry Paul
The document discusses concepts related to leadership, management, and command and control in soccer. It discusses three key points:
1) Leadership involves adapting to challenges outside a team's current abilities and changing values to mobilize the team. Management focuses on assessment, control, and executing existing plans.
2) Authority provides legitimacy for leadership and management, which are distributed throughout informal and formal relationships.
3) Effective command and control requires insight, focus, adaptability, and security to direct a team's actions while assessing performance in a way that does not interfere. Distributed situation awareness across a team is important for decision making.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Adaptive leadership focuses on the adaptations required of people in changing environments. It emphasizes the activities of leaders in relation to followers and encourages change across multiple levels. Adaptive leaders help mobilize, motivate, organize, and orient followers while focusing their attention on important issues. The theory incorporates systems, biological, service, and psychotherapy perspectives. It is a subset of complexity leadership theory and is relevant for adaptive challenges that are not clearly defined or that lack clear solutions.
contingency theories & situational leadershipMuhammad Ali
The contingency approach to leadership proposes that leadership effectiveness depends on matching leadership style to situational factors. Several contingency theories were discussed, including Fiedler's contingency theory, path-goal theory, situational leadership theory, and the normative decision model. These theories all emphasize that the most effective leadership depends on situational variables like follower readiness, task structure, and decision quality/acceptance.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
Managers plan, organize, lead, and control the work of others to help achieve organizational goals. They oversee the four functions of management - planning, organizing, controlling, and leading. Managers require conceptual skills like analytical thinking, technical skills like computer skills, and human skills like communication. Organizational behavior is the study of human behavior in organizational settings, how employee behavior and attitudes impact the organization, and how to improve performance. It draws from psychology, sociology, communications, and other disciplines to understand workplace behavior and design effective organizations. Understanding organizational behavior helps managers improve organizational effectiveness and efficiency.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
The document discusses settings, props, costumes, lighting, and framing used in the film O Brother, Where Art Thou?. It provides examples of how these elements were used to reflect the time period of 1937 Mississippi, establish the characters as fugitives on the run, and effectively tell the story. Specific props mentioned include cowboy hats, sunglasses, and pomade hair product. Scenes were often shot with amber lighting from fires to illuminate faces against dark backgrounds. Framing and composition were also important to focus on important characters and display the scale of events like a political meeting or flood.
Workplace bullying negatively impacts employees and employers. Surveys show 40% of employees report being victims of bullying. Managers are often the bullies. Employers must recognize, confront, and stop bullying to treat employees with respect. Training supervisors on policies can help address this issue.
Här är några tips för att byta till sommardäck: du kan läsa viktiga tips när du ska byta till sommardäck.
http://www.nokiantyres.se/innovativt-arbete/sakerhet/dubbfria-vinterdack/
Aruba e-Commerce: 5 Impostazioni essenziali #Arubait5:
Impostazioni Paese, Matrice delle tasse, Assegnazione dei Paesi, Modello d’imposta, Lingue e Valute
The document discusses leadership dynamics and models. It explains that leadership involves influence over followers to create real change for shared purposes. Effective leadership uses influence, establishes shared goals, and drives change. Leaders can influence followers through coercion, rewards, expertise, charisma or formal authority. Contingency models state that the best leadership style depends on situational factors. The Situational Leadership Model recommends different directive and supportive styles based on followers' readiness levels. Transformational leaders inspire followers through vision and confidence.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
WHEN YOUR COLLEAGUE IS A SABOTEUR - Case Study←ครђเรђ Batra
This document summarizes several management theories and concepts. It discusses Herzberg's two-factor theory, McClelland's three needs theory, Adams' equity theory, decision making, leadership vs. management, and provides recommendations for dealing with a sabotaging colleague. The key points, models, and differences between concepts are defined concisely throughout the document.
An adaptive leadership team is composed of members with complementary skills committed to a common purpose. Today, leadership requires a team approach to navigate volatile business environments. Adaptive leadership teams demonstrate distributed leadership, a clear charter, mutual trust, and the ability to process information and respond to changes. They empower members to take risks within agreed parameters and fluidly share leadership across roles. Analyzing a team's traits and roles helps strengthen its adaptive capabilities.
The document introduces the concept of adaptive leadership and provides tools to help identify and develop adaptive leadership skills. It discusses key fundamentals of an adaptive leadership approach including knowledge of the organization, willingness to project into the future, breaking down barriers, being disruptive, being agile, empowering others, and responding to changes. The tools include reflective questions, examples of adaptive leadership strategies, and a self-assessment to help leaders strengthen their adaptive skills.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
Adaptive leadership model - A Decision/Action Model for Soccer – Pt 5Larry Paul
The document discusses concepts related to leadership, management, and command and control in soccer. It discusses three key points:
1) Leadership involves adapting to challenges outside a team's current abilities and changing values to mobilize the team. Management focuses on assessment, control, and executing existing plans.
2) Authority provides legitimacy for leadership and management, which are distributed throughout informal and formal relationships.
3) Effective command and control requires insight, focus, adaptability, and security to direct a team's actions while assessing performance in a way that does not interfere. Distributed situation awareness across a team is important for decision making.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Adaptive leadership focuses on the adaptations required of people in changing environments. It emphasizes the activities of leaders in relation to followers and encourages change across multiple levels. Adaptive leaders help mobilize, motivate, organize, and orient followers while focusing their attention on important issues. The theory incorporates systems, biological, service, and psychotherapy perspectives. It is a subset of complexity leadership theory and is relevant for adaptive challenges that are not clearly defined or that lack clear solutions.
contingency theories & situational leadershipMuhammad Ali
The contingency approach to leadership proposes that leadership effectiveness depends on matching leadership style to situational factors. Several contingency theories were discussed, including Fiedler's contingency theory, path-goal theory, situational leadership theory, and the normative decision model. These theories all emphasize that the most effective leadership depends on situational variables like follower readiness, task structure, and decision quality/acceptance.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
Managers plan, organize, lead, and control the work of others to help achieve organizational goals. They oversee the four functions of management - planning, organizing, controlling, and leading. Managers require conceptual skills like analytical thinking, technical skills like computer skills, and human skills like communication. Organizational behavior is the study of human behavior in organizational settings, how employee behavior and attitudes impact the organization, and how to improve performance. It draws from psychology, sociology, communications, and other disciplines to understand workplace behavior and design effective organizations. Understanding organizational behavior helps managers improve organizational effectiveness and efficiency.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
The document discusses settings, props, costumes, lighting, and framing used in the film O Brother, Where Art Thou?. It provides examples of how these elements were used to reflect the time period of 1937 Mississippi, establish the characters as fugitives on the run, and effectively tell the story. Specific props mentioned include cowboy hats, sunglasses, and pomade hair product. Scenes were often shot with amber lighting from fires to illuminate faces against dark backgrounds. Framing and composition were also important to focus on important characters and display the scale of events like a political meeting or flood.
Workplace bullying negatively impacts employees and employers. Surveys show 40% of employees report being victims of bullying. Managers are often the bullies. Employers must recognize, confront, and stop bullying to treat employees with respect. Training supervisors on policies can help address this issue.
Här är några tips för att byta till sommardäck: du kan läsa viktiga tips när du ska byta till sommardäck.
http://www.nokiantyres.se/innovativt-arbete/sakerhet/dubbfria-vinterdack/
Aruba e-Commerce: 5 Impostazioni essenziali #Arubait5:
Impostazioni Paese, Matrice delle tasse, Assegnazione dei Paesi, Modello d’imposta, Lingue e Valute
IWMW 2001: Practical Web Strategies: Conflict, Ethics and Your Web Site (1)IWMW
Slides for the workshop session on “Practical Web Strategies: Conflict, Ethics and Your Web Site (1)” (session A3) at the IWMW 2001 event held at Queen's University Belfast on 25-27 June 2001.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2001/sessions.html#a3
El documento presenta información sobre el aprendizaje autónomo de un grupo de estudiantes de Administración Financiera de la Universidad del Tolima en el año 2014. Define el aprendizaje autónomo como un proceso que permite a la persona ser autor de su propio desarrollo mediante la elección de caminos y estrategias. Describe algunas experiencias de aprendizaje como la observación, apropiación de conocimiento, trabajo en equipo e investigación.
Ahmad ibn Majid was a famous 15th century navigator from Oman who wrote several books on marine science and navigation. His most important work, Kitab al-Fawa'id fi Usul 'Ilm al-Bahr wa 'l-Qawa'id, was an encyclopedia covering topics like lunar mansions, rhumb lines, monsoons, star positions, and accounts of ports from East Africa to Indonesia. He drew on his own experience and that of his father to develop navigational techniques that helped sailors reach destinations in the Persian Gulf, India, and East Africa. Ibn Majid is believed to have died around 1500 after authoring approximately 40 works and playing a role in Vasco
This document provides an overview of leadership and motivation concepts covered in an LIS 580 course. It defines leadership and different leadership styles and theories. It discusses the differences between managers and leaders and sources of power. It also summarizes various theories of motivation including need-based, process-based, and behavioral approaches. Key individual determinants of behavior like personality traits, abilities, and self-concept are also outlined.
UBS has developed an advanced building system using lightweight blocks made of magnesium oxide cement and expanded polystyrene that provides structural integrity while being more sustainable and cost effective than conventional construction. The system allows for fast construction of buildings that are stronger, more energy efficient, and produce fewer emissions than traditional methods. UBS is seeking investors and licensees to develop this technology worldwide.
Non-destructive testing (NDT) refers to evaluating materials using techniques like visual, radiographic, magnetic particle, and ultrasonic testing that do not harm the material. There are two main types of testing: destructive testing which damages the material during inspection, and non-destructive testing which inspects without harm. NDT is used to check quality, performance, and reliability before widespread use and to detect defects or discontinuities like cracks in materials without damaging them. Common applications of NDT include inspecting power plants, wire ropes, storage tanks, aircraft, pipelines, rails, and bridges.
This document discusses Quality by Design (QbD) and how to implement it in a practical way. It defines QbD and outlines the key steps, which include establishing a target product profile, identifying critical quality attributes, defining a design space, control strategy, validation, and lifecycle management. Design spaces can be defined using design of experiments or multivariate analysis of historical data. Tools like DOE and MVA are useful for establishing and monitoring the design space. The document provides an example target product profile and discusses how to set the profile and manufacturing process scheme based on the active pharmaceutical ingredient's properties. It also discusses using risk assessment to identify critical variables and control strategies. The overall goal is developing a robust process understanding and control
A NR 5 trata do processo eleitoral, treinamento e dimensionamento da CIPA, que é a comissão composta por representantes indicados pelo empregador e membros eleitos pelos trabalhadores, em cada estabelecimento da empresa, com mandato de um ano e direito a uma reeleição e mais um ano de estabilidade. E tem por objetivo prevenir acidentes e doenças do trabalho, assim torna compatível permanentemente o trabalho com a preservação da vida e a promoção da saúde do trabalhador. Todas as empresas privadas, públicas, sociedades de
This document discusses various theories and approaches to leadership and motivation. It examines the differences between managers and leaders, sources of power, and behavioral theories of leadership. The document also covers need-based, process, and behavioral approaches to motivation, as well as situational theories of leadership including Fiedler's contingency theory, path-goal theory, substitutes for leadership theory, and the Hersey-Blanchard situational leadership model.
Leadership is a process of directing and influencing people to accomplish goals. The document discusses several important theories of leadership including: 1) Blake and Mouton's Managerial Grid which identifies 5 leadership styles based on task and people orientation. 2) House's Path-Goal Theory which proposes that a leader's style should match their subordinates and environment. 3) The Great Man Theory which suggests great leaders are born with innate leadership traits. 4) Trait Theory which identifies core personality traits of successful leaders. 5) LMX Theory which proposes leaders form different quality relationships ("in-groups" and "out-groups") with subordinates.
The document summarizes various theories and approaches to leadership and motivation. It discusses different leadership styles and behaviors, including situational leadership theories. It also covers need-based approaches to motivation such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Process approaches like Adams' equity theory and Locke's goal-setting theory are also summarized.
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
This document discusses leadership and motivation concepts including the difference between leadership and management, leadership theories, and motivation techniques. It covers the nature of leadership and how leaders can be developed through training. Several leadership theories are examined, including trait, situational, and style theories. The importance of delegation in leadership is defined. Motivation is defined and various theories are discussed, including needs hierarchy theory and achievement motivation theory. Techniques for motivating employees through both financial and non-financial means are also outlined.
This document discusses various leadership theories and styles. It defines leadership as influencing others to achieve goals, and distinguishes leaders from managers by focusing on vision versus productivity. Leadership traits that differentiate leaders from non-leaders include drive, desire to lead, honesty, self-confidence, and business knowledge. Leadership styles discussed include initiating structure, consideration, directive, supportive, participative, and achievement-oriented. Contingency theories like Fiedler's, path-goal, and normative decision theory examine how leadership style depends on situational factors. Visionary leadership creates a positive future vision, while transformational leadership inspires followers and charismatic leadership attracts through strong personalities.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
lecture 3 leadership theories to present june 2021.pdfAhmadElMallah1
This document discusses three leadership theories: autocratic, democratic, and laissez-faire leadership styles. It then examines factors that can affect a leader's style, such as the type of business, level of risk, and organizational culture. Finally, it reviews theories of leadership development, including trait, behavioral, contingency, and transformational theories.
This document summarizes several theories and approaches to leadership, including:
1) Situational leadership theories like Fiedler's Contingency Theory, Path-Goal Theory, and Vroom's Decision Tree Approach that propose the most effective leadership style depends on situational factors.
2) The Leader-Member Exchange (LMX) Approach which focuses on unique relationships between leaders and individual subordinates.
3) Trait, behavioral, and power-based perspectives on leadership attributes and styles.
This document provides an overview of management theories and concepts for a course. It discusses why management is important in modern society. It defines management and organizations, and outlines classical management theories from Taylor, Fayol, and Weber. It also covers behavioral theories from Hawthorne studies and Likert. McGregor's Theory X and Y are introduced. The foundations of management science and quantitative approaches are briefly outlined. Finally, the contingency view of situational management is mentioned.
The document discusses various leadership theories and approaches including:
1. The behavioral approach which looked at what effective leaders do through studies identifying two types of behaviors - structure and consideration.
2. Contingency theories which emphasize that a leader's effectiveness depends on how well their style fits the situation, such as the Fiedler model, path-goal theory, and Vroom-Yetton decision model.
3. Transformational leadership which inspires followers and transforms organizations through vision, motivation, intellectual stimulation and individual consideration.
The document also briefly touches on servant leadership, superleadership, stewardship, and entrepreneurial leadership.
This document discusses various aspects of leadership including definitions, importance, traits, styles, and theories. It defines leadership as "the ability to secure desirable actions from a group of followers voluntarily, without the use of coersion". It describes three main leadership styles - autocratic, democratic, and free-rein. It also outlines several theories of leadership including traits theory, behavioral theory, situational theory, and followers theory.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
This document discusses the key differences between management and leadership. It defines management as having responsibility for people and resources to get work done efficiently, while leadership is defined as having the ability to influence others towards achieving goals through motivation. The roles of managers are described as coping with complexity, ensuring things work, and focusing on efficiency. Leaders are described as coping with change, creating new directions, focusing on the future, inspiring people, and focusing on effectiveness. Several common leadership styles are also summarized such as autocratic, democratic, transactional, and transformational.
This document discusses various theories and concepts related to leadership. It begins by defining a leader and leadership, and distinguishing between leaders and managers. It then covers historically important early studies on leadership from Ohio State, Michigan, and Iowa. The document outlines several traditional theories of leadership including great man theory, trait theory, and contingency theory. It also summarizes modern theories like transformational, transactional, and authentic leadership. Finally, it discusses different leadership styles, substitutes for leadership, and approaches to developing effective leaders.
Practice & Leadership theories_lectures.pptxCharlesOpot
This document provides an overview of leadership theories for a university course. It discusses:
1) Different perspectives on leadership such as trait, behavioural, contingency and transformational theories. It explains theorists like Fiedler, Hersey and Blanchard.
2) The differences between leadership and management, and how leadership involves vision and change while management focuses on efficiency.
3) Contemporary theories like charismatic, distributed and shared leadership. It also discusses issues of power, gender and cross-cultural leadership.
4) Whether leadership is important and the challenges of linking it directly to organizational performance given cultural and stakeholder influences.
The document discusses leadership and management in nursing. It defines leadership and management, explains various leadership theories and styles. It discusses the need for leadership in nursing and differentiates between the roles of a nurse as a leader and manager. The functions and process of management are explained. The document aims to help nursing students understand leadership, management, and the roles and responsibilities of nurses as leaders and managers.
BUS 119 – Principles of Personal & Organizational Le.docxcurwenmichaela
BUS 119 – Principles of
Personal &
Organizational
Leadership
Overview – Suggested and Required Actions for this week
• Post your introduction – What would you like us to know about you?
• Read Chapters 1 & 2 in your text book
• 2 Discussion Questions – Original Posts – Due by Thursday, 11:59 pm
• Respond to at least 2 classmates for each question – Due by Monday 11:59 pm
• Leadership Journal
Northouse, P. G. (2018). Introduction to leadership: Concepts and practice (4 ed.).
Retrieved from https://content.ashford.edu/
This textbook is a
ConstellationTM
Course digital materials
(CDM) title.
This week students will
1. Define leadership.
2. Identify key characteristics associated with
effective practice of leadership.
3. Explore the impact of definitions and traits on the
study of leadership.
Activity Due Date Format
Grading
Percent
Read Chapters 1 & 2
Post Your Introduction Day 1 Discussion 2
Conceptualizing Leadership
Questionnaire
Day 3
(1st post)
Discussion 3
Respond to at least 2 classmates’
posts
Day 7 Discussion Part of 3
above
Leadership Lessons Day 3 (1st post) Discussion 3
Respond to at least 2 classmates’
posts
Day 7 Discussion Part of 3
above
Leadership Journal Day 6 500 to 1,000
words
6
“Leadership is a process of social influence which maximizes
efforts of others towards achievement of a goal” (Kruse,
2013, para. 1).
What is leadership?
Leadership has nothing to do with seniority or one’s position in the
hierarchy of a company.
Leadership has nothing to do with titles.
Leadership has nothing to do with personal attributes.
KEY LEADERSHIP PARADIGMS
Just as every other field of study changes with time so too is the field of
leadership study changing. Consider the following changes in thinking
regarding leadership:
Traditional Contemporary
Departments System
Fragmented, Specialized Connected, Flexible
Authority, Decision Level Empower, Facilitation
Control Envision
Permanent, Growing Temporary, Trimmed
Pyramid Flat
Cost Cutting Social Sensitivity
WHAT IS LEADERSHIP?
Ask 20 people the question “What is leadership?” and you may get 30 different
answers. If we examine the differences we receive, we may be able to identify
a few themes, from which we may be able to construct a rough definition.
Here are the themes we receive back:
leading – setting direction, pace, and rhythm toward a vision
leader – one who is setting the direction, pace, and rhythm toward a vision
So then
leadership – the ability to set direction, pace, and rhythm, and organize and
motivate supporters, subordinates, and/or populations toward achieving the
vision.
So leadership is a term that is somewhat difficult to set in fixed terms. We may often
hear people say, “I can’t define it, but I know it when I see it.”
If we can agree that leadership is the ability to help individuals achieve a goal, then
we can set some fixed aspects of leadership. Here are some items to .
2. May 2, 2006 LIS580- Spring 2006 2
Roadmap
• What is leadership?
• How does a leader exercise power?
• What are leadership skills and traits?
• Theories of leadership behavior
• How to improve your leadership skills
• Individual determinants of behavior
• Need-based approaches to motivation
• Process approaches to motivation
• Behavioral approaches to motivation
• Beyond motivation
3. May 2, 2006 LIS580- Spring 2006 3
Managers Versus Leaders
“Not all leaders are managers, nor are all
managers leaders”
• Managers
– Persons whose influence on others is limited to the
appointed managerial authority of their positions
• Leaders
– Persons with managerial and personal power who
can influence others to perform actions beyond
those that could be dictated by those persons’
formal (position) authority alone
Prentice Hall, 2002
4. May 2, 2006 LIS580- Spring 2006 4
Power and Leadership
• Legitimate Sources of Power
– Position in the organization (formal
authority)
– Reward
– Coerce or punish
– Expertise
– Referent power (charisma)
– Control over information or access to
resources (gatekeeper)
• What does Kitchen say about power?
G.Dessler, 2003
5. May 2, 2006 LIS580- Spring 2006 5
G.Dessler, 2003
6. May 2, 2006 LIS580- Spring 2006 6
Behavioral Theories of
Leadership
• Behavioral theories of leadership
– Theories that attempt to isolate behaviors
that differentiate effective leaders from
ineffective leaders
– Behavioral studies focus on identifying
critical behavioral determinants of
leadership that, in turn, could be used to
train people to become leaders
Prentice Hall, 2002
7. May 2, 2006 LIS580- Spring 2006 7
Leadership Studies
• The Ohio State Studies sought to identify
independent dimensions of leader behavior
– Initiating structure
– Consideration
• The University of Michigan Studies sought to
identify the behavioral characteristics of
leaders related to performance effectiveness
– Employee oriented
– Production oriented
Prentice Hall, 2002
8. May 2, 2006 LIS580- Spring 2006 8
The Managerial Grid
Prentice Hall, 2002
9. May 2, 2006 LIS580- Spring 2006 9
Leadership Behaviors or
Styles
• Autocratic style of leadership
– A leader who centralizes authority, dictates work
methods, makes unilateral decisions, and limits
employee participation
• Democratic style of leadership
– A leader who involves employees in decision
making, delegates authority, encourages
participation in deciding work methods and goals,
and uses feedback to coach employees
– A democratic-consultative leader seeks input and
hears the concerns and issues of employees but
makes the final decision him or herself
– A democratic-participative leader often allows
employees to have a say in what’s decided
Prentice Hall, 2002
10. May 2, 2006 LIS580- Spring 2006 10
Continuum of Leader Behavior
Prentice Hall, 2002
11. May 2, 2006 LIS580- Spring 2006 11
Transactional versus Transformational
Leadership Behaviors
• Transactional Leadership Behaviors
– Leadership actions that focus on accomplishing the
tasks at hand and on maintaining good working
relationships by exchanging promises of rewards
for performance.
• Transformational Leadership Behaviors
– Leadership actions that involve influencing major
changes in the attitudes and assumptions of
organization members and building commitment
for the organization’s mission, objectives, and
strategies.
G.Dessler, 2003
12. May 2, 2006 LIS580- Spring 2006 12
The Main Behaviors of Level 5
Leaders
Personal Humility
• Demonstrates a compelling
modesty, shunning public
adulation, never boastful.
• Acts with quiet, calm
determination; relies principally
on inspired standards, not
inspiring charisma, to motivate.
• Channels ambition into the
company not the self; sets up
successors for even more
greatness in the next generation.
• Looks in the mirror, not out the
window, to apportion
responsibility for poor results,
never blaming other people,
external factors, or bad luck.
Professional Will
• Creates superb results, a clear
catalyst in the transition from
good to great.
• Demonstrates an unwavering
resolve to do whatever must be
done to produce the best long-
term results, no matter how
difficult.
• Sets the standard of building an
enduring great company; will
settle for nothing less.
• Looks out the window, not in the
mirror, to apportion credit for the
success of the company—to
other people, external factors,
and good luck.
Source: Jim Collins, “Level 5 Leadership,”
Harvard Business Review, January 2001, p. 73.
FIGURE 10–1
G.Dessler, 2003
13. May 2, 2006 LIS580- Spring 2006 13
Situational Theories Of
Leadership
• Fiedler’s Contingency Theory of
Leadership
– Least Preferred Co-worker (LPC) Scale
• Leaders who describe their least preferred
coworker favorably (pleasant, smart, and so on)
are “high LPC” and are considered more
people-oriented.
• “Low LPCs” describe least preferred coworkers
unfavorably; they’re less people-oriented and
more task-oriented.
G.Dessler, 2003
14. May 2, 2006 LIS580- Spring 2006 14
Situational Theories Of
Leadership
• Appropriateness of a high-LPC or low-LPC
leadership style depends upon:
– Position power
• The degree to which the position itself enables the leader
to get group members to comply with and accept his or
her decisions and leadership
– Task structure
• How routine and predictable the work group’s task is.
– Leader-member relations
• The extent to which the leader gets along with workers
and the extent to which they have confidence in and are
loyal to him or her.
G.Dessler, 2003
16. May 2, 2006 LIS580- Spring 2006 16
Situational Theories Of
Leadership (cont’d)
• Path–Goal Leadership Theory (House)
– Assumes that the leader’s job is to ensure that
followers are motivated to do their jobs, and is
based on the expectancy theory of motivation.
– The leader’s job
• To increase the personal rewards subordinates receive
for attaining goals
• To make the path to these goals easier to follow by
reducing roadblocks—setting goals, explaining what
needs to be done, and organizing the work.
G.Dessler, 2003
17. May 2, 2006 LIS580- Spring 2006 17
G.Dessler, 2003
18. May 2, 2006 LIS580- Spring 2006 18
Situational Theories Of
Leadership (cont’d)
• Substitutes for Leadership Theory (Kerr
and Jermier)
– Various characteristics of subordinates, the
task, and the organization may either
substitute for (render unnecessary) direct
intervention by the leader or neutralize
(prevent) the leader’s best efforts.
– Implications for leaders:
• Choose the right followers
• Organize the task properly
G.Dessler, 2003
19. May 2, 2006 LIS580- Spring 2006 19
G.Dessler, 2003
20. May 2, 2006 LIS580- Spring 2006 20
Situational Theories Of
Leadership (cont’d)
• Leader–Member Exchange (LMX) Theory
– The theory that leaders may use different
leadership styles with different members of the
same workgroup, based in part on perceived
similarities and differences with the leader.
• Leaders tend to divide subordinates into an in-group and
an out-group based on perceived leader–member
similarities.
• Members of the in-group tend to perform better than do
those in the out-group.
G.Dessler, 2003
21. May 2, 2006 LIS580- Spring 2006 21
Situational Theories Of
Leadership (cont’d)
• The Vroom–Jago–Yetton Model
– A situational model based on a continuum
of five decision styles with differing degrees
of employee participation that enables
leaders to analyze a situation and decide
how much participation is called for using:
• A set of management decision styles
• A set of diagnostic questions
• A decision tree for identifying how much
participation the situation calls for.
G.Dessler, 2003
22. May 2, 2006 LIS580- Spring 2006 22
FIGURE 10–5
Types of Management Decision
Styles
G.Dessler, 2003
23. May 2, 2006 LIS580- Spring 2006 23
Vroom–Jago–Yetton Model’s
Diagnostic Questions
A. Is there a quality requirement such that one solution is
likely to be more rational than another?
B. Is there sufficient information to make a high-quality
decision?
C. Is the problem structured?
D. Is acceptance of the decision by subordinates critical to
effective implementation?
E. If you alone make the decision, is it reasonably certain
that it would be accepted by your subordinates?
F. Do subordinates share the organizational goals to be
obtained in solving this problem?
G. Is conflict among subordinates likely over preferred
solutions?
G.Dessler, 2003
25. May 2, 2006 LIS580- Spring 2006 25
Situational Theories Of
Leadership
• Hersey–Blanchard Situational Leadership
Model
– A model aims to provide a practical way for a
leader to decide how to adapt his or her style to the
task.
– Model focuses on four leadership styles:
• The delegating style lets the members of the group
decide what to do.
• The participating style asks the members of the group
what to do, but makes the final decisions.
• The selling style makes the decision but explains the
reasons.
• The telling style makes the decision and tells the group
what to do.
G.Dessler, 2003
26. May 2, 2006 LIS580- Spring 2006 26
Situational Leadership
• Situational leadership theory (SLT)
– Leaders should adjust their leadership styles—
telling, selling, participating, and delegating—in
accordance with the readiness of their followers
• Acceptance: Leader effectiveness reflects the reality that
it is the followers who accept or reject the leader
• Readiness: A follower’s ability and willingness to perform
• At higher levels of readiness, leaders respond by
reducing control over and involvement with employees
Prentice Hall, 2002
27. May 2, 2006 LIS580- Spring 2006 27
FIGURE 10–7
Summary of the Situational
Leadership Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in
Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission. G.Dessler, 2003
28. May 2, 2006 LIS580- Spring 2006 28
FIGURE 10–8
Applying the Situational Leadership Model
Source: Adapted from Paul
Hersey, Situational Selling
(Escondido, CA: Center for
Leadership Studies, 1985), p.
19. Reprinted with permission. G.Dessler, 2003
29. May 2, 2006 LIS580- Spring 2006 29
Charismatic Leadership
• Charismatic leadership theory
– Followers make attributions of heroic or
extraordinary leadership abilities when they
observe certain behaviors
– People working for charismatic leaders are
motivated to exert extra work effort and, because
they like and respect their leaders, express greater
satisfaction
– Charisma leadership appears to be most
appropriate when the followers’ task has a
ideological component or when the environment
involves a high degree of stress and uncertainty
Prentice Hall, 2002
30. May 2, 2006 LIS580- Spring 2006 30
How To Improve Your Leadership
Skills
• Skill 1: Think Like a Leader
– Identify what is happening
– Explain why it is happening
– Decide what you are going to do about it.
• Skill 2: Use an Appropriate Leadership Style
– Leaders usually fit their style to the situation.
– Different leadership styles are appropriate to
different situations.
• Skill 3: Pick the Right Leadership Situation
– Gravitate toward leadership situations that fit your
favored leadership style.
G.Dessler, 2003
31. May 2, 2006 LIS580- Spring 2006 31
How To Improve Your Leadership
Skills
• Skill 4: Build Your Power Base
– Bolster your leadership potential by enhancing your
authority (increasing your power).
• Skill 5: Exercise Better Judgment
– Decisiveness and good judgment (“cognitive
ability”) are important leadership traits.
• Skill 6: Improve Leadership Traits and Skills
– Exhibit self-confidence.
– Display honesty and integrity.
– Increase your knowledge of the business.
G.Dessler, 2003
32. May 2, 2006 LIS580- Spring 2006 32
Motivation
• Motivation
– The intensity of a person’s desire to engage in an
activity.
• The Law of Individual Differences
– A psychological term representing the fact that
people differ in their personalities, abilities, self-
concept, values, and needs.
• Three main approaches to motivation
– Need-based approach
– Process-based approach
– Learning/reinforcement-based approach.
G.Dessler, 2003
33. May 2, 2006 LIS580- Spring 2006 33
Emotional Intelligence (EI)
• An assortment of noncognitive skills,
capabilities, and competencies that influence
a person’s ability to cope with environmental
demands and pressures
• Dimensions of EI
– Self-awareness of own feelings
– Self-management of own emotions
– Self-motivation in face of setbacks
– Empathy for others’ feelings
– Social skills to handle others’ emotions
Prentice Hall, 2002
34. May 2, 2006 LIS580- Spring 2006 34
Some Individual Determinants of
Behavior
FIGURE 11–1
G.Dessler, 2003
35. May 2, 2006 LIS580- Spring 2006 35
Cattell’s 16 Personality Factors
FIGURE 11–2
Source: Adapted
from Gregory
Northcraft and
Margaret Neale,
Organizational
Behavior (Fort
Worth, TX: Dryden
Press, 1994), p.
87. G.Dessler, 2003
36. May 2, 2006 LIS580- Spring 2006 36
FIGURE 0–3
Four Examples of MBTI Styles and
Some Corresponding Occupations
G.Dessler, 2003
37. May 2, 2006 LIS580- Spring 2006 37
Big Five Model of Personality
Factors
• Extroversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience
Prentice Hall, 2002
38. May 2, 2006 LIS580- Spring 2006 38
Abilities and Behavior
• Performance = Ability x
Motivation
• Types of abilities
– Mental, cognitive, or thinking
abilities
– Mechanical ability
– Psychomotor abilities
– Visual skills
– Specific learned abilities
(training, experience, or education)
G.Dessler, 2003
39. May 2, 2006 LIS580- Spring 2006 39
Self-Concept and Behavior
• Self-Concept
– The perceptions people have of themselves
and their relationships to people and other
aspects of life.
• Self-Efficacy
– Being able to influence important aspects of
one’s world; the belief that one can
accomplish what one sets out to do.
G.Dessler, 2003
40. May 2, 2006 LIS580- Spring 2006 40
Perception and Behavior
• Perceptions
– How our personalities and experiences cause us to
interpret stimuli.
– Perceptions are influenced by:
• Personality and needs (self-efficacy)
• Values (strong personal code of ethics)
• Stress (health and environment)
• Position in society or an organization
• Stereotyping
– Associating certain characteristics with certain
socioeconomic classes but not with others.
G.Dessler, 2003
41. May 2, 2006 LIS580- Spring 2006 41
Attitudes and Behavior
• Attitude
– A predisposition to respond to objects, people, or
events in either a positive or negative way.
– Attitudes are important because they can influence
how people behave on the job.
– Good (or bad) performance is not necessarily
associated with good (or bad) attitudes.
• Job Satisfaction
– The measure of an employee’s
attitude about his or her job.
G.Dessler, 2003
42. May 2, 2006 LIS580- Spring 2006 42
Need-based Approaches To
Motivation
• Motive
– Something that incites a person to action or
that sustains and gives direction to action.
• Motivational Dispositions or Needs
– Motives that lie dormant until the proper
conditions arise bring them forth or make
them active.
• Aroused Motive
– A motive that expresses itself in behavior.
G.Dessler, 2003
43. May 2, 2006 LIS580- Spring 2006 43
Need-based Approaches To
Motivation (cont’d)
• Maslow’s Needs-Hierarchy Theory
– People have a hierarchy of five increasingly
higher-level needs:
• Physiological, security, social, self-esteem, and
self-actualization.
– Prepotency Process Principle
• People are motivated first to satisfy the lower-
order needs and then, in sequence, each of the
higher-order needs.
G.Dessler, 2003
44. May 2, 2006 LIS580- Spring 2006 44
FIGURE 11–5
Maslow’s Hierarchy of Needs
G.Dessler, 2003
45. May 2, 2006 LIS580- Spring 2006 45
Need-based Approaches To
Motivation (cont’d)
• Existence Relatedness Growth (ERG) Theory
– Alderfer’s theory of human needs focuses on three
needs: existence, relatedness, and growth.
• Existence needs are similar to Maslow’s physiological
and security needs.
• Relatedness needs are those that require interpersonal
interaction to satisfy (prestige and esteem from others).
• Growth needs are similar to Maslow’s needs for self-
esteem and self-actualization.
G.Dessler, 2003
46. May 2, 2006 LIS580- Spring 2006 46
Need-based Approaches To
Motivation (cont’d)
• Herzberg’s Hygiene-Motivator (Two-Factor)
Approach
– Reduces Maslow’s hierarchy to:
• Hygienes: lower-level (physiological, safety, social)
• Motivators: higher-level (ego, self-actualization) needs.
– Posits that the best way to motivate is to arrange
the job (job enrichment) so that it provides
intrinsic satisfaction of higher-level needs, since
these needs are constantly recurring and relatively
insatiable.
G.Dessler, 2003
47. May 2, 2006 LIS580- Spring 2006 47
FIGURE 11–6
Summary of Herzberg’s Motivator–Hygiene Findings
Source:
Adapted from
Frederick
Herzberg,
“One More
Time: How Do
You Motivate
Employees,”
Harvard
Business
Review,
January–
February
1968. G.Dessler, 2003
48. May 2, 2006 LIS580- Spring 2006 48
Need-based Approaches To
Motivation (cont’d)
• Needs for Achievement, Power, and Affiliation
– The Need for Achievement
• A predisposition to strive for success and the satisfaction
of accomplishing a challenging task or goal.
– The Need for Power
• A desire to influence others directly by making
suggestions, giving opinions and evaluations, and trying
to talk others into things.
– The Need for Affiliation
• The motivation to maintain strong, warm relationships
with friends and relatives.
G.Dessler, 2003
49. May 2, 2006 LIS580- Spring 2006 49
Process Approaches To
Motivation
• Adams’s Equity Theory
– People have a need for, and therefore value and
seek, fairness in employer–employee
relationships.
– If a person perceives an inequity, a tension or
drive will develop in the person’s mind, and the
person will be motivated to reduce or eliminate the
tension and the perceived inequity.
• Employees can do this by reducing what they put into the
job, or by boosting the magnitude of the rewards they
take out (or both).
• It matters less what the reality is than how the person
perceives his or her inputs and outputs as compared with
the other (referent) person’s.
G.Dessler, 2003
50. May 2, 2006 LIS580- Spring 2006 50
FIGURE 11–8
How a Perceived Inequity
Can Affect Performance
G.Dessler, 2003
51. May 2, 2006 LIS580- Spring 2006 51
Process Approaches To
Motivation (cont’d)
• Locke’s Goal Theory of Motivation
– People regulate their behavior in such a
way as achieve their goals.
• A person’s goals provide the mechanism
through which unsatisfied needs are
translated into actions.
• Unsatisfied needs prompt the person to seek
ways to satisfy those needs; the person then
formulates goals that prompt action.
G.Dessler, 2003
52. May 2, 2006 LIS580- Spring 2006 52
Process Approaches To
Motivation (cont’d)
• Goal Theory of Motivation Findings
– Specific, challenging goals lead to higher task
performance than specific, unchallenging goals, or
vague goals or no goals, when:
• Feedback showing progress towards the goals is
provided.
• Appropriate task strategies are used when tasks are
complex.
• Individuals have adequate abilities.
• There is a commitment to accomplishing the goals.
G.Dessler, 2003
53. May 2, 2006 LIS580- Spring 2006 53
Process Approaches To
Motivation (cont’d)
• Vroom’s Expectancy Theory
– People are conscious agents who are continually
sizing up situations in terms of their perceived
needs and then acting in accordance with these
perceptions.
• Motivation = E x I x V
– E represents expectancy (probability of success)
– I is instrumentality (correlation)
– V is valence (value of a particular reward)
G.Dessler, 2003
54. May 2, 2006 LIS580- Spring 2006 54
Learning/Reinforcement
Approaches To Motivation
• Learning
– A relatively permanent change in a person
that occurs as a result of experience.
– Motivation based on experience tends to be
instinctive rather than a product of a
deliberate thought process (as is process-
based motivation).
G.Dessler, 2003
55. May 2, 2006 LIS580- Spring 2006 55
Learning/Reinforcement Approaches
To Motivation (cont’d)
• B. F. Skinner and Operant Behavior
– Operant behavior
• Behavior that appears to operate on or have an
influence on the subject’s environment.
– Contingent reward
• A reward that is contingent or dependent on
performance of a particular behavior.
G.Dessler, 2003
56. May 2, 2006 LIS580- Spring 2006 56
Learning/Reinforcement Approaches
To Motivation (cont’d)
• Behavior Modification
– The technique of changing or modifying behavior
through the use of contingent rewards or
punishments.
– Behavior modification has two basic principles:
• Behavior that leads to a reward tends to be repeated,
whereas behavior that leads to punishment tends not to
be repeated.
• It is possible to get a person to learn to change his or her
behavior by providing the properly scheduled rewards.
G.Dessler, 2003
57. May 2, 2006 LIS580- Spring 2006 57
Motivation In Action: Ten Methods
For Motivating Employees
1. Set Goals
2. Use Pay for
Performance
3. Improve Merit Pay
4. Use Recognition
5. Use Positive
Reinforcement
6. Use Behavior
Management
7. Empower
Employees
8. Enrich the Jobs
9. Use Skill-Based
Pay
10.Provide Lifelong
Learning
G.Dessler, 2003
58. May 2, 2006 LIS580- Spring 2006 58
FIGURE 11–14
How to Analyze Performance-Motivation
Problems
Source: Copyright Gary Dessler, Ph.D.
Suggested in part by “Performance Diagnosis
Model,” David Whetton and Kim Cameron,
Developing Management Skills (Upper Saddle
River, NJ: Prentice Hall, 2001), p. 339.
G.Dessler, 2003
59. May 2, 2006 LIS580- Spring 2006 59
Beyond Motivation
Managers who successfully move from mere motivation to the dedication
that creates purposeful action taking go through three stages: intention
formation, crossing the Rubicon (crossing the point of no return) and
intention protection.
Strategies for Volitional Action
Intention Formation
Identify opportunities
Create an emotional link
Visualize the intention
Crossing the Rubicon
Deal with doubts and anxieties
Exercise conscious choice
Take personal responsibility
Intention Protection
Control the context
Regulate cognition
Manage emotions
Protect self-confidence
Ghoshal, S.and Bruch, H. Going Beyond Motivation to the Power of Volition. MIT Sloan Management Review 44(3), Spring 2003.
60. May 2, 2006 LIS580- Spring 2006 60
The Organization as an Iceberg
Metaphor
Prentice Hall, 2002
61. May 2, 2006 LIS580- Spring 2006 61
Next Time
• Communication
– Read Chapter 12 and the assigned articles
• Discussion questions:
– Using Dessler’s model of the communication
process, where are the conflicts arising in Jane’s
group?
– How much of the communication problem is
interpersonal, and how much organizational?
– What steps would you take to improve this
situation?