Leadership Behavior

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Chapter 3

• Leadership Behavior
• and Motivation
• Modified by
• Professor Jeffrey M. Wachtel, Ph. D.

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Iowa State University Leadership
StylesLeadership style is the combination of
traits, skills, and behaviors managers use as
they interact with employees.

• Autocratic...........................Democratic

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Discussion

• Recall a present/past boss. Which of the Iowa
  State University leadership styles did your boss
  use most often? Describe the behavior of your
  boss.

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The University of MichiganOne-Dimensional Two
Leadership Styles Model

• Job Centered........Employee Centered

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The Ohio State University of Michigan
Two-Dimensional Leadership Styles
O
Ohio State University
C O N S I D E R A T I O N
High Low Structure High Structure and and H
igh Consideration High Consideration
Low Structure High Structure and and Low
Consideration Low Consideration Low Initi
ating Structure Low High
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Do you think a manager has to be concerned with
both production and with people ?
Although there is no one best leadership style
in all situations, employees are more
satisfied with a leader who is high in
consideration.
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• Both of the leadership functions do not have to
  be carried out by the manager!

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Blake, Mouton, and McCanse Leadership Grid
High
1,9 Country Club
9,9
Team Leader
CONCERN - P E O P L E
5,5
Middle of the Road
Impoverished
Authority-Compliance
9,1
1,1
Low
1 CONCERN for PRODUCTION 9 Low
High
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Major Motivation Theories
Specific Motivation Theory a. Hierarchy of
needs theory, ERG b. Two-factor theory c.
Acquired needs theory a. Equity theory b.
Goal-setting theory c. Expectancy theory Type
of Reinforcement a. Positive b. Avoidance c.
Extinction d. Punishment
Classification of Motivation Theories 1. Content
Motivation theories 2. Process Motivation
Theories 3. Reinforcement Theory
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The Motivation Process

Need Motive Behavior
Consequence Satisfaction or
Dissatisfaction
Feedback
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3 Content Motivation Theories
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Hierarchy of Needs Theory
Self- Actualization
Esteem
Social
Safety
Physiological
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Alderfers ERG Theory
Existence
Growth
Existence
Relatedness
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Herzbergs Hygiene-Motivator Two-Factor Theory
Hygiene Factors
Motivational Factors

• Rate of pay
• Quality of supervision
• Company policies
• Working conditions
• Relations with others
• Job security

• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement

High
High
Job Dissatisfaction
Job Satisfaction
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Two Factor Theory

• Motivating Employees with Two-Factor Theory.
  Under the old management paradigm, money (and
  other extrinsic motivators) was considered the
  best motivator. Under the new leadership
  paradigm, pay is important but matters more to
  some people, but it is not the best motivator
  intrinsic motivators are. Herzberg developed job
  enrichment (the process of building motivators
  into the job itself by making it more interesting
  and challenging) that has been used successfully
  to motivate employees to higher levels of
  performance at many organizations

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Acquired Needs Theory(employees are motivated by
their need for)
Power
Affiliation
Achievement
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Motivating Employees with a High n Ach

• Give them non-routine, challenging tasks in which
  there are clear attainable objectives. Give them
  fast and frequent feedback on their performance.
  Continually give them increased responsibility
  for doing new things. Keep out of their way.

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Motivating Employees with a High n Pow

• Let them plan and control their jobs as much as
  possible. Try to include them in decision making,
  especially when they are affected by the
  decision. They tend to perform best alone rather
  than as team members. Try to assign them to a
  whole task rather than just a part of a task.

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Motivating Employees with High n Aff

• Be sure to let them work as part of a team. They
  derive satisfaction from the people they work
  with rather than the task itself. Give them lots
  of praise and recognition. Delegate
  responsibility for orienting and training new
  employees to them. They make great buddies and
  mentors.

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Equity Theory
(proposed that employees are motivated when their
perceived inputs equal outputs.)
Others input (contributions) Others outcomes
(rewards)
Our inputs (contributions)

Our outcomes (rewards)

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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.

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Expectancy Theory
Individual Effort
Individual Performance
Organizational Rewards
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Personal Goals
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You Get WhatYouReinforce
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Reinforcement Theory
Rewards
Consequences
Behavior
No Rewards
Punishment
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Goal-Setting Theory Locke

• Specificity
• Challenge
• Feedback
• Participation

• Commitment
• Productivity