Leadership/Motivation H Edu 4790/6790. Leadership The process of facilitating others to work hard to...
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Transcript of Leadership/Motivation H Edu 4790/6790. Leadership The process of facilitating others to work hard to...
Power
• Legitimate power• Reward power• Coercive power
• Expert power• Referent power
• Position
• Personal
Activity: Sources and Uses
• Peer• Subordinate• Boss
• What specific sources of power were used?
• What is required to be successful?
Power
• Not necessarily independent, can be complementary
• Leaders who use reward power wisely strengthen referent power
• Leaders who abuse coercive power quickly lose referent power
Leadership Behavior
• Task vs people– Ohio State University– University of Michigan– Blake and McCanse’s Leadership Grid
Leadership Grid
Country Club Management
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.
Team Management
Work accomplishment is fromcommitted people interdepen- dence through a “common stake”in organization purpose leads to relationships of trust and
respect.
Impoverished Management
Exertion of minimum effort to getrequired work done is approp-riate to sustain organizationmembership.
Authority-ObedienceManagement
Efficiency in operations result from arranging conditions of work in such a way that human elements interfere to a minimum degree.
Middle-of-Road Management
Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
Conc
ern
for p
eopl
eHigh
Low
Concern for productionHighLow
Leadership Behavior (cont)
• Contingency Models– Fiedler– Hersey-Blanchard– House’s Path-Goal Leadership Theory– Vroom-Jago
Fiedler
• Least-Preferred Coworker Scale• Leadership style is part of one’s
personality• Put one’s style where it is a good
fit
Hersey and Blanchard
Rela
tions
hip
Beha
vior
Task Behavior
High
HighLow
Delegating
Participating Selling
Telling
Able and Able but Unable but Unable andwilling or unwilling willing or unwilling orconfident insecure confident insecure
Vroom-Jago Leader-Participation
• Group– Lack information– Problem is unclear– Acceptance is necessary– Adequate time
Vroom-Jago Leader-Participation
• Individual– Greater expertise– Confident and capable– Others likely to accept– Little or no time
Motivation Theories - Content
• Maslow’s Hierarchy of Needs– Physiological needs– Safety and security– Affection and social activity– Esteem and status– Self-realization and fulfillment
Motivation Theories - Content
• Alderfer’s ERG Theory– Existence needs– Relatedness needs– Growth needs
Motivation Theories - Content
• Herzberg’s Two-factor Theory– What Motivates You?– Satisfiers or motivators
• Job content
– Dissatisfiers or hygiene• Job context
– Motivators and part of the job, while hygiene factors can be controlled
Motivation Theories - Content
• McClelland’s Acquire Needs Theory– People learn their needs– Need for achievement– Need for power– Need for affiliation
Motivation Theories - Process
• Vroom’s Expectancy Theory– M = E x I x V– E = expectancy or efforts make the
desired performance or behavior more likely
– I = instrumentality or desired outcomes
– V = value of outcome
Motivation Theories - Process
• Locke’s Goal-Setting Theory– Goal specificity, measurability– Goal difficulty– MBO – management by objectives
Motivation Theories - Reinforcement
• Thorndike’s Law of Effect• Skinner’s Reinforcement
Theory– Positive reinforcement– Negative reinforcement– Punishment– Extinction