1 / 26

Chapter 3

Chapter 3. Leadership Behavior and Motivation Modified by: Professor Jeffrey M. Wachtel, Ph. D. 3-1. Iowa State University Leadership Styles: L eadership style is the combination of traits, skills, and behaviors managers use as they interact with employees.

eagan-flowers
Télécharger la présentation

Chapter 3

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 3 Leadership Behavior and Motivation Modified by: Professor Jeffrey M. Wachtel, Ph. D. 3-1

  2. Iowa State University Leadership Styles:Leadership style is the combination of traits, skills, and behaviors managers use as they interact with employees. Autocratic...........................Democratic 3-3

  3. 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.

  4. The University of MichiganOne-Dimensional Two Leadership Styles Model Job Centered........Employee Centered 3-4

  5. 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 High Consideration High Consideration Low Structure High Structure and and Low Consideration Low Consideration Low Initiating Structure Low High 3-5

  6. “Although there is no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration.” Do you think a manager has to be concerned with both production and with people ? 3-6

  7. Both of the leadership functions do not have to be carried out by the manager!

  8. 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 3-7

  9. 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 3-10

  10. The Motivation Process Need Motive Behavior Consequence Satisfaction or Dissatisfaction Feedback 3-9

  11. Hierarchy of Needs or ERG Acquired Needs Two-Factor 3 Content Motivation Theories 3-8

  12. Hierarchy of Needs Theory Self- Actualization Esteem Social Safety Physiological 3-11

  13. Alderfer’s ERG Theory Existence Existence Growth Relatedness

  14. Herzberg’s 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 0 Job Satisfaction High Job Dissatisfaction High

  15. 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

  16. Acquired Needs Theory(employees are motivated by their need for:) Power Affiliation Achievement 3-12

  17. 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.

  18. 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.

  19. 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.

  20. 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) = 3-13

  21. Equity Theory Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < Inequity (Under-Rewarded) = Equity > Inequity (Over-Rewarded) *Where A is the employee, and B is a relevant other or referent.

  22. 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. 3-14

  23. 1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Expectancy Theory Individual Effort Individual Performance Organizational Rewards 1 2 3 Personal Goals

  24. You Get WhatYouReinforce 3-15

  25. Reinforcement Theory Rewards Consequences Behavior No Rewards Punishment

  26. Specificity Challenge Feedback Participation Commitment Productivity Goal-Setting Theory: Locke

More Related