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Leadership/Motivation

Leadership/Motivation. H Edu 4790/6790. Leadership. The process of facilitating others to work hard to accomplish important tasks. Legitimate power Reward power Coercive power Expert power Referent power. Position Personal. Power. Activity: Sources and Uses. Peer Subordinate Boss

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Leadership/Motivation

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  1. Leadership/Motivation H Edu 4790/6790

  2. Leadership • The process of facilitating others to work hard to accomplish important tasks.

  3. Legitimate power Reward power Coercive power Expert power Referent power Position Personal Power

  4. Activity: Sources and Uses • Peer • Subordinate • Boss • What specific sources of power were used? • What is required to be successful?

  5. 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

  6. Influence strategies • Retribution strategies • Assertiveness • Appeal to higher authority • Sanctions

  7. Influence strategies (cont) • Reason strategies • Facts • Friendliness • Coalition

  8. Influence strategies (cont) • Reciprocity strategies • Bargaining • Involvement

  9. Leadership Behavior • Task vs people • Ohio State University • University of Michigan • Blake and McCanse’s Leadership Grid

  10. 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 from committed people interdepen- dence through a “common stake” in organization purpose leads to relationships of trust and respect. High 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. Concern for people Authority-Obedience Management Efficiency in operations result from arranging conditions of work in such a way that human elements interfere to a minimum degree. Impoverished Management Exertion of minimum effort to get required work done is approp- riate to sustain organization membership. Low Low High Concern for production

  11. Leadership Behavior (cont) • Contingency Models • Fiedler • Hersey-Blanchard • House’s Path-Goal Leadership Theory • Vroom-Jago

  12. Fiedler • Least-Preferred Coworker Scale • Leadership style is part of one’s personality • Put one’s style where it is a good fit

  13. Hersey and Blanchard High Participating Selling Relationship Behavior Delegating Telling High Low Task Behavior Able and Able but Unable but Unable and willing or unwilling willing or unwilling or confident insecure confident insecure

  14. House’s Path-Goal • Directive • Supportive • Achievement-oriented • Participative

  15. Vroom-Jago Leader-Participation • Authority decision • Consultative decision • Group decision

  16. Vroom-Jago Leader-Participation • Group • Lack information • Problem is unclear • Acceptance is necessary • Adequate time

  17. Vroom-Jago Leader-Participation • Individual • Greater expertise • Confident and capable • Others likely to accept • Little or no time

  18. Motivation

  19. McGregor • Theory X • Theory Y

  20. Motivation Theories - Content • Maslow’s Hierarchy of Needs • Physiological needs • Safety and security • Affection and social activity • Esteem and status • Self-realization and fulfillment

  21. Motivation Theories - Content • Alderfer’s ERG Theory • Existence needs • Relatedness needs • Growth needs

  22. 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

  23. Motivation Theories - Content • McClelland’s Acquire Needs Theory • People learn their needs • Need for achievement • Need for power • Need for affiliation

  24. 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

  25. Motivation Theories - Process • Adam’s Equity Theory • Op = Oo Ip = Io • Responses

  26. Motivation Theories - Process • Locke’s Goal-Setting Theory • Goal specificity, measurability • Goal difficulty • MBO – management by objectives

  27. Motivation Theories - Reinforcement • Thorndike’s Law of Effect • Skinner’s Reinforcement Theory • Positive reinforcement • Negative reinforcement • Punishment • Extinction

  28. Motivation • Activity • Form groups • Analyze ads • Find examples of each theory • Report to class

  29. Maslow’s Alderfer Herzberg McClelland Vroom Adams Locke Skinner Motivation Theories

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