This document provides guidance for week 4 of an organizational leadership course. It outlines the learning objectives and activities for the week, which include analyzing leader-follower interactions and different theories of motivation. Students are asked to complete discussions on the role of followers and motivation. Readings cover topics like followership, motivation, autonomy, and developing autonomy-supportive leadership behaviors. The document provides learning maps for the full course and notes for discussions, assignments, and resources.

1. MGT321
Week 4

2. WEEK 4 INSTRUCTOR GUIDANCE
MGT321: Assessing
Leadership Skills
MGT321
Week 4

3. MGT321 COURSE LEARNING MAP
 Week 1: Introduction to Leadership
 Building a practical foundation for assessing leader
effectiveness.
 Week 2: Leadership Perspectives
 Understanding individual and situational approaches.
 Week 3: Personal Dimensions of Leadership
 Internalizing leadership qualities.
 Week 4: From Followership to Leadership
 Understanding leader-follower dynamics.
 Week 5: Leadership for Performance
 Communication and teamwork for excellence.

4. WEEK 4 LEARNING ACTIVITIES
Task Description Due
Discussion #1 The Role of Followers Thurs, Day 3
Discussion #2 Motivation Thurs, Day 3
Assigned Reading Description Source
Announcements Review course announcements for week. Course Home
Week 3 Feedback Review instructor feedback for
discussions and written assignment.
Waypoint
Text: Chapter 7 Followership (Daft, 5e)
Text: Chapter 8 Motivation and Empowerment (Daft, 5e)
Required Multimedia Description Source
Online Video How to Start a Movement (Sivers, 2010) Ted Talks

5. WEEK 4: IMPORTANT NOTES
 Discussions:
 Be substantive – 200-250 words for initial post.
 Be scholarly – provide references and citations for
information taken from other sources.
 Written Assignment:
 No written assignment for week 4.
 Focus on completing final assignment for the course.
 Writing Resources:
 Ashford Writing Center & Library
 FSB APA Style Standards

6. This week you will learn to:
1. Analyze leader-follower interactions and how to
use this information to improve the organization.
2. Assess different theories of motivation and how
to apply them in a leadership role.
WEEK 4 LEARNING OBJECTIVES

7. WEEK 4 INSTRUCTOR GUIDANCE
 Focus for this week
 How the practice of leadership influences leader-follower
dynamics & organizational performance.
 Methods for exercising strength-based leadership:
 Discovering your strengths
 Developing your strengths
 Recognizing and engaging the strengths of others
 Fostering a positive strengths–based environment
(Daft, 2011; Graef, 1997; Pierce & Newstrom, 2008; Vecchio, 1987; Weiss, 2011)

8. THE RELATIONSHIP BETWEEN
AUTONOMY AND MOTIVATION
 Motivation = goal-directed behaviors
 Aspects of work motivation
 Form
 Direction
 Intensity
 Basic psychological needs
 Competence
 Relatedness
 Autonomy
(Carayon, 2009; Deci & Ryan, 2008; Epstein, 2008; Meyer, Becker, & Vandenberghe, 2004; Porter,
1996; Schein, 1996, 1993; Stone, Deci, & Ryan, 2009)

9. THE CONSTRUCT OF
AUTONOMY SUPPORT
 Autonomy support refers to:
 Leader behaviors that positively influence the quality
of autonomous motivation.
 Active support of individual capacity to be self-
initiating and autonomous.
 Factors that contribute to autonomous support:
 Interpersonal behaviors of leaders
 Environmental influences on motivation
(Deci & Ryan, 2008; Gagné & Deci, 2005; Stone et al., 2009; Vallerand, Pelletier, & Koestner, 2008)

10. THE WORKPLACE CLIMATE
 Motivational factors of the workplace climate
 Management practices
 Cultural norms
 Environmental pressures
 Organizational direction
 Roles & responsibilities
 Fairness of reward systems
 Motivational influences
 Leaders establish the workplace environment.
 The workplace environment influences leadership.
(Burke & Litwin, 1992; Deci & Ryan, 2008)

11. MOTIVATION AND COMMITMENT
 Extrinsic (prevention focus - continuance commitment)
 External – controlled, non-discretionary behaviors.
 Introjected – conforming, but not accepting.
 Identified – conforming and accepting, but not owning.
 Internalized – integrated with personal values, needs.
 Intrinsic (promotion focus - affective commitment)
(Burke & Litwin, 1992; Deci & Ryan, 2008; Gagné & Deci, 2005; Higgins, 2002; Meyer & Allen,
1991; Meyer & Herscovitch,2001; Meyer et al., 2004)
External IntrinsicIntrojected Identified Internalized
Prevention Focus Promotion focus
Goal Regulation
Continuance AffectiveNormative

12. DEVELOPING AUTONOMY SUPPORT
BEHAVIORS OF LEADERS
 Overarching objective:
Create a climate of managerial influence that promotes
autonomous employee motivation.
 Developing autonomy support behaviors
 Encourage choice and participative decision making.
 Provide a rationale for desired performance.
 Promote interactive dialogue with followers
 Conduct appreciative inquiry
 Seek to balance work systems.
(Carayon, 2009; Chatzisarantis, Hagger, Wang, & Thøgersen-Ntoumani, 2009; Gagné & Deci, 2005;
Isaacs, 1993; Meyer et al., 2004; Schein, 1993; Stone et al., 2009; Srithika & Bhattacharyya, 2009)

13. RECOMMENDED
READINGS
Rafferty, A. E., & Griffin, M. A. (2006). Refining individualized consideration: Distinguishing
developmental leadership and supportive leadership. Journal Of Occupational &
Organizational Psychology, 79(1), 37-61.
Scandura, T. (1999). Rethinking leader-member exchange: An organizational justice
perspective. Leadership Quarterly, 10(1), 25.
Settoon, R., Bennett, N., & Liden, R. (1996). Social exchange in organizations: Perceived
organizational support, leader-member exchange, and employee reciprocity. Journal of
Applied Psychology, 81(3), 219-227.
Shweta, J., & Srirang, J. (2013). Leader-member exchange: A critique of theory &
practice. Journal Of Management & Public Policy, 4(2), 42-53.
van Eeden, R., Cilliers, F., & van Deventer, V. (2008). Leadership styles and associated
personality traits: Support for the conceptualisation of transactional and transformational
leadership. South African Journal Of Psychology, 38(2), 253-267.

14. ANY
QUESTIONS?
Please post
your
questions
in the Ask
the
Instructor
thread.

15. REFERENCES
15
Bandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52, 1-26.
Burke, W., & Litwin, G. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523.
Carayon, P. (2009). The balance theory and the work system model ... twenty years later. International Journal of Human-Computer
Interaction, 25(5), 313-327. doi:10.1080/10447310902864928.
Chatzisarantis, N., Hagger, M., Wang, C., & Thøgersen-Ntoumani, C. (2009). The effects of social identity and perceived autonomy
support on health behaviour within the theory of planned behaviour. Current Psychology, 28(1), 55-68. doi:10.1007/s12144-009-
9043-4.
Deci, E., & Ryan, R. (2008). Facilitating optimal motivation and psychological well-being across life’s domains. Canadian Psychology,
49(1), 14-23. doi: 10.1037/0708-5591.49.1.14.
Gagné, M., & Deci, E. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331+.
Epstein, M. (2008). Making sustainability work: Best practices in managing and measuring corporate social, environmental, and
economic impacts. San Francisco, CA: Berrett-Koehler.
Higgins, E. (2002). How self-regulation creates distinct values: The case of promotion and prevention decision making. Journal of
Consumer Psychology (Lawrence Erlbaum Associates), 12(3), 177-191. doi:10.1207/153276602760335031.
Isaacs, W. (1993). Taking flight: Dialogue, collective thinking, and organizational learning. Organizational Dynamics, 22(2), 24-39.
Meyer, J., & Allen, N. (1991). A three-component conceptualization of organizational commitment. Human Resource Management
Review, 1(1), 61.
Kirkpatrick, S., & Locke, E. (1991, May). Leadership: Do traits matter? Academy of Management Executive, 5(2), 48-60.

16. REFERENCES
16
Meyer, J., Becker, T., & Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative
model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991.
Meyer, J., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human Resource Management
Review, 11(3), 299.
Porter, M. E. (1996). What Is Strategy?. Harvard Business Review, 74(6), 61-78.
Schein, E. (1993). On dialogue, culture, and organizational learning. Organizational Dynamics, 22(2), 40-51.
Srithika, T., & Bhattacharyya, S. (2009). Facilitating organizational unlearning using appreciative inquiry as an intervention. Vikalpa: The
Journal for Decision Makers, 34(4), 67-77.
Stone, D., Deci, E., & Ryan, R. (2009). Beyond talk: creating autonomous motivation through self-determination theory. Journal of
General Management, 34(3), 75-91.
Vallerand, R., Pelletier, L., & Koestner, R. (2008). Reflections on Self-Determination Theory. Canadian Psychology, 49(3), 257-262. doi:
10.1037/a0012804.