Ch03

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

What is leadership style?


3-2

Leadership Style

The combination of traits, skills, and
behaviors leaders use as they interact
with followers.


3-3

University of Iowa
Leadership Styles
Autocratic...........................Democratic

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.

3-4

The University of Michigan
Leadership Model: Two
leadership styles, one
dimension

Job Centered........Employee Centered
Leadership Style……..Leadership Style
Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill.


3-5

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


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.

3-6

What is the best
leadership style?


3-7

What is the best
leadership style?
The one which works for the
individual leader in a specific
time and in a specific
environment


3-8

Which leadership style do
workers think is best?


3-9

“Although there is no one best
leadership style
in all situations,
employees are
more satisfied
with a leader
who is high in
consideration.”


3-10

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


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.

9
High

3-11

Team Leadership (9,9)
• The goal in leadership development
– Few ever reach it

• Similar to the philosophy of U.S.
Army Training Command . . .

– “Mission First, People Always.”


3-12

What is Motivation?


3-13

Motivation
Anything that affects behavior in
pursuit of a certain outcome


3-14

Motivation Process
People go from need to motive to
behavior to consequence to
satisfaction or dissatisfaction


3-15

The Motivation Process
Need

Motive

Behavior

Consequence

Satisfaction or Dissatisfaction


Feedback


3-16

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


2. Process motivation theories

Type of Reinforcement
3. Reinforcement theory

a. Positive
b. Avoidance
c. Extinction
d. Punishment


3-17

What are Content
Motivation Theories?


3-18

Content Motivation Theories
Focus on explaining and predicting
behavior based on people’s needs


3-19

3
Content
Motivation
Theories

Hierarchy of
Needs

Acquired
Needs
Two-Factor


3-20

What is a Hierarchy
of Needs Theory?


3-21

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


3-22

What is the Best Known
Hierarchy of Needs Theory?


3-23

Maslow’s Hierarchy of Needs
SelfActualization
Esteem

Social
Safety

Physiological

3-24

What is Herzberg’s
Theory of Motivation?


3-25

Herzberg’s Two-Factor
Theory of Motivation
• Motivator Factors
– Intrinsic
– Satisfied or not satisfied


• Maintenance (Hygiene) Factors
– Extrinsic
– Dissatisfied or not dissatisfied


3-26

What is the Acquired Needs


3-27

Acquired Needs Theory
(employees are motivated by their need for:)

Power Achievement
Affiliation


3-28

What is the Equity


3-29

Equity Theory
(proposed that employees are motivated when
their perceived inputs equal outputs.)

Our inputs
(contributions)

=

Others’ input
(contributions)

=

Others’ outcomes
(rewards)


Our outcomes
(rewards)


3-30

What is the Expectancy


3-31

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.



3-32

What is the Goal-setting


3-33

Goal-setting Theory
Proposes that specific, difficult
goals motivate people


3-34

How Does a Leader Set
Meaningful Goals & Objectives
to Motivate Subordinates?


3-35

Criteria for Objectives
• Singular result
– One end result

• Specific
– Exact performance expected


• Measurable
– Observe and measure progress

• Target date
– Specific completion date

3-36

Other Criteria for
Objectives
• Difficult but achievable
• Participatively set
• Commitment of employees


3-37

What is
Reinforcement Theory?


3-38

Reinforcement Theory
• Also known as behavior modification
• Based on studies of B.F. Skinner
– Major topic of study in Psychology

• Depends on reinforcement
–
–
–
–

Positive
Avoidance
Extinction
Punishment

• Reinforcement can be
– Continuous
– Intermittent

3-39

You get
what you
reinforce,
not always
what you
reward!



3-40

How Can a Leader Motivate
Using Reinforcement?


3-41

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


3-42

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


• Learn to give praise easily
– It is an effective and inexpensive
motivational tool

3-43

Which Motivation Theory
is the “Correct” Model?


3-44

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

– Leader must be flexible

• Knowledge of all theories will help in
determining the correct way to
motivate in a given situation

3-45

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