LEADERSHIP & MOTIVATION
MOTIVATION
• Motivation refers to the process by which a
person’s efforts are energized, directed and
sustained toward attaining a goal.
Early theories of Motivation
• Maslow’s hierarchy of needs
• McGregor’s theory X and theory Y
• Herzberg’s two factor theory
Maslow’s hierarchy of needs
Self
actualization
esteem
social
safety
physiological
McGregor’s theory
• Theory X :
A negative view of people that assumes workers
have little ambitions, dislike work, want to avoid
responsibility, and need to be closely controlled to
work effectively.
• Theory Y:
A positive view that assumes employees enjoy work,
seek out and accept responsibility and exercise
self direction.
Herzberg’s two factor theory
Motivators
Hygiene factors
Achievements
Recognition
Work result
Responsibility
Advancement
Growth
Supervision
Company policy
Relationship with supervisor
Working confidence
Salary
Relationship with peers
Personal life
Relationship with subordinates
Status
Security
Extremely Satisfied
Neutral
Extremely Dissatisfied
Contemporary theories of Motivation
• Goal Setting theory
• Reinforcement theory
Goal Setting theory
• Goals are public
•Individual has internal locus of
control
Self set goals
Self efficacy
Goals
Committed to
achieving
Motivation (intention
to work toward goal)
Accepted
•Specific
•difficult
Participation in
setting
National culture
Higher
performan
plus goa
achieveme
Reinforcement theory
• Reinforcement theory says that behavior is a
function of its consequences. Those
consequences that immediately follow a
behavior and increase the probability that the
behavior will be repeated are called
reinforces.
Designing motivating jobs
• Job enlargement
• Job enrichment
Equity Theory
• My Rewards/my contribution = other’s
reward/other’s contribution = EQUITY
• My Rewards/my contribution < Other’s
reward/other’s contribution = INEUITY
(Under reward)
• My Rewards/my contribution > Other’s
reward/other’s contribution= INEQUITY
(Over reward)
Expectancy Theory
• Expectancy or effort – performance linkage is the
probability perceived by the individual that
exerting a given amount of effort will lead to
certain level of performance.
• Instrumentality or performance-reward linkage is
the degree to which to which the individual
believes that performing at a particular level is
instrumental in attaining the desired outcome.
• Valence or attractiveness of reward is the
importance that the individual place on the
potential outcome or reward that can be
achieved on the job. Valence considers both
the goals and needs of the individual.
Designing Appropriate Rewards
Programs
• Open book management
• Employee recognition programs
• Pay-for-performance
Leader
• Leader is someone who can influence others
and who has managerial authority.
Leadership trait theory
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•
•
•
•
•
•
Drive
Desire to control
Honesty and integrity
Self confidence
Intelligence
Job relevant knowledge
Extraversion
Styles of leadership
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•
•
•
•
Democratic
Autocratic
Laissez-faire
Employee oriented
Production orientation
Managerial grid
• Concern for people
• Concern for production
Contemporary leadership
• Transformational leadership
• Charismatic leadership
• Team leadership
Leadership issues in 21st century
• Managing power:
– Legitimate power
– Coercive power
– Reward power
• Developing trust
– Integrity
– Competence
– Consistency
– Loyalty
– Openness
• Empowering employees:
Empowering employees involves increasing the
decision making discretion of the workers.
Managers, in these days, are increasingly
leading by empowering their employees.
Cross cultural leadership
• Korean leaders are expected to be
paternalistic toward employees.
• Arab leaders who show kindness or generosity
without being asked to do so are seen by
other Arabs as weak.
• Japanese leaders are expected to be humble
and speak frequently.
• Scandinavian and Dutch leaders who single out
individuals with public praise are likely to
embarrass, not energize, those individuals.
• Effective leaders in Malaysia are expected to
show compassion while using more of an
autocratic than a participative style.
• Effective German managers are characterized by
high performance orientation, low compassion,
low self protection, low team orientation, high
authority, and high participation.