LECTURE 6
Chapter 3
Leadership Behavior
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Learning Outcomes
 Understanding Motivation
 Motivation Theories
 Four types of reinforcement
 Content, process, and reinforcement theories
Relationship between Motivation and Performance
Motivation: Giving people incentives that cause them to act in desired ways.
• The objective of motivating employees is to lead them to perform in ways that meet the
goals of the department and the organization.
• Because supervisors are largely evaluated on the basis of how well their group as a whole
performs, motivation is an important skill for supervisors to acquire.
Herzberg’s Two-Factor Theory of Motivation
A managers poor handling of hygiene (maintenance factors) is the primary cause of
unhappiness on the job.
Motivation factors are the primary cause of job satisfaction.
The presence of maintenance factors will not increase satisfaction.
 Motivator Factors
 Intrinsic (esteem and self actualization needs, growth needs, work itself,
recognition, increased responsibility, growth, advancement)
 Satisfied
or
not satisfied
 Maintenance (Hygiene) Factors
 Extrinsic (physiological, safety, and social needs, existence and relatedness needs,
pay, benefits, job security, working condition, company policy
 Dissatisfied
or
not dissatisfied
 Maintenance Factors
 Salary
 Job Security
 Working Conditions
 Status
 Company Policies
 Quality of technical supervision
 Interpersonal relationships among peers and supervisors
 Motivational Factors
 Achievement
 Recognition
 Responsibility
 Advancement
 The work itself
 Possibility of Growth
IS MONEY MOTIVATOR?
 Some supervisors and other managers assume that the main thing employees want out of
a job is money.
 While money can be a motivator, it is not the only motivator, and for some people it is
not the most important motivator.
 For money to motivate, it must meet employee needs, and employees must believe they
are able to achieve the financial rewards the organization offers.
Motivation Theories
Process Motivation Theories
Focus on how people choose behavior to fulfill their
needs
1: Equity Theory
2: Expectancy Theory
3: Goal Setting Theory
Equity Theory
Propose that employees are motivated when their perceived inputs equal outputs
Our inputs (Contribution)
Our outcome (Rewards)
=
=
Other’s input (Contribution)
Other’s Outcome (Rewards)
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”
Goal-setting Theory
Proposes that specific, difficult and challenging
goals motivate people
How Does a Leader Set Meaningful Goals & Objectives to Motivate Subordinates?
GOALS SHOULD BE SMART
Process Motivation Theories
1: Equity Theory
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2:Expectancy
Theory
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People compare their inputs (efforts, experience, status,
intelligence) with others (outputs 9prasie, recognition, pay,
benefits, promotions etc
conclusion=under warded, over rewarded, equitably rewarded
Using Equity theory: equity is based on perception, rewards
should be equitable, high performance be rewarded but
understand what level of input needed to attain output, clarify
exact requirements to achieve incentives
Based on Victor Vroom’s formula
motivation= expectancy (perception of ability to accomplish task
or objective) *instrumentality (performance will be rewarded) *
valence (value places on outcome and reward0
Assumption: Internal (needs) and external (environment) factors
3: Goal
Theory
Setting
•
affect human behavior,
people take behavior decision based on perception of outcome
(promotion or recognition)
•
Consult=Set=Support=Review=Feedback
Reinforcement Theory
 Also known as behavior modification
 Based on studies of B.F. Skinner
 Major topic of study in Psychology
 Depends on reinforcement
 Positive (encourage continued behavior)
 Avoidance (negative reinforcement)
 Extinction
 Punishment
 Reinforcement can be
 Continuous
 Intermittent (fixed interval schedule, fixed ration schedule, variable ratio
schedule)
Stimulus (legal speed limit)
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Responding behavior
(speed)
Consequences of behavior
(fine to discourage repeat
performance or behavior)
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
Motivation Process with the Motivation Theories
1.Need
(unmet need or want to be
Satisfied at work)
Content Motivation Theories
2. Motive (selecting behavior to
Satisfy need) Process Motivation
Theories
4. Consequence
(manger behavior or natural
outcome of employee action
Reinforcement theory
3. Behavior
(employee action to satisfy need)
5. Satisfaction and dissatisfaction
Degree and how long need is met
Men’s and Women’s Leadership Styles
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In general, women follow democratic leadership style
Encourage participation
Share power and information
Attempt to enhance followers’ self-worth
Prefer to lead through inclusion
Men feel more comfortable with a directive style
Rely on formal authority
Source: Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning