AGRICULTURE
YOUTH &
FAMILIES
HEALTH
ECONOMY
ENVIRONMENT
ENERGY
COMMUNITIES
MOTIVATION:
TAPPING INTO THE RIGHT
SOURCES
Based on the studies of Barbuto & Scholl, 1998
& The Community Leadership Academy presented at Lancaster County
Extension Office, Lincoln, NE - 2002
Leadership and Motivation
• Until the 80’s effective leadership meant:
– Being precise in making decisions
– Courage and audacity to develop new organizational
strategiess.
• Today an effective leadership means:
– To dominate the art of motivaton
– Being capable to understand and comunicate with
others
– Being capable to match people’s talent with the right
activity/situation
• Servant Leaders inspire and motivate their followers
What is Motivation
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• A motive is an impulse that causes a person to act.
• Motivation is an internal process that makes a person move
toward a goal.
– Motivation, like intelligence, can’t be directly observed.
Instead, motivation can only be inferred by noting a
person’s behavior
Perspectives Offered From Different Fields
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expectancy (Vroom, 1964)
psychosocial (Jung, 1971)
need-based (Maslow, 1954; Hezberg, 1964)
social identification (Ashforth & Mael, 1989)
value-based (Etzioni, 1961; Katz & Kahn, 1978)
goal setting (Locke & Latham, 1984)
self concept-based (Brief & Aldag, 1981; Sullivan, 1989)
and ego development (Kegan, 1982; Loevinger, 1976)
Hierarchy of Needs – Abraham Maslow
Herzberg’s Two-factor Theory
Certain factors in the workplace result in job satisfaction, but if
absent, lead to dissatisfaction.
He distinguished between:
• Hygiene factors; (e.g. status, job security, salary and fringe
benefits) that do not motivate if present, but, if absent, result in
de-motivation.
• Motivators; (e.g. challenging work, recognition, responsibility)
which give positive satisfaction.
Sources of Motivation
• Intrinsic Process  derived from fun or enjoyment during the
task
• Instrumental  derived from expectations of tangible rewards
• Self-Concept External  derived from a desire to improve one’s
reputation and image
• Self-Concept Internal  derived from a need to meet personal
standards and achieve
• Goal Internalization  derived from a deep-rooted belief in the
cause or principle
Fun/Pleasure (Intrinsic Process)
- Pure task and or people pleasure
- Enjoyment during activities
- When choosing tasks or a group of people, they choose
whichever ones sound the most fun
- Often put off tasks that aren’t fun
- Best when engaged in work they enjoy performing
- Will make the workplace a ‘fun place’
Behavioral Indicators of Intrinsic Process
• Are easily taken off tasks when is not enjoyable
• Will often talk about how much they like or dislikes the
tasks assigned
• Will volunteer freely for fun activities
• Will seek jobs they enjoy doing
• Won’t be good at their jobs, if they don’t enjoy doing
the work
Tangible Rewards (Instrumental Motivation)
-Concerned with tangible rewards
-Pursue activities with $ outcomes
-Choose jobs/careers based on $$$
-“What’s in it for me?”
-View life as a series of exchanges
-Always looking for better situations
Behavioral Indicators of Instrumental Motivation
• Will ask “What’s in it for me?”
• Will expect compensation for any and all extra work
performed
• Will talk about how much money they makes or should
make
• Will frequently talk about the relative wealth of others
Reputation (Self-Concept External)
-Focus on others’ opinions
-Work to enhance their reputation
-Desire to meet others’ expectations
-Pursue interpersonal connections
-Seek membership and status within desired reference groups
-Seek ‘recognition’ and ‘praise’
Behavioral Indicators of Self-Concept External
• Will frequently ask for others’ feedback
• Will seek praise and recognition for work performed
• May often brag or tell stories about accomplishments
• May be trendy or materialistic
• May strive for popularity or fame
• Will be attentive to who gets the credit when work is
finished.
Challenge (Self-Concept Internal)
-Strive to meet personal standards
-Pursue activities that reinforce their self concept
-Tend to be motivated from within
-Seek activities that require their skills, values or qualities
-May not require any public recognition for accomplishments
Behavioral Indicators of Self-Concept Internal
• Will seek out new challenges at work
• Work best when their skills are needed
• Are disinterested in menial or insignificant tasks
• Interested in developing and improving their abilities and
talents
• Will perform important tasks with little supervision or direction
Moral Purpose (Goal Internalization)
• Must believe in the cause before they will work hard
• Will often engage in moral activities
• Are not concerned with self-interests
• Principles guide their choices
• They pursue jobs with socially moral organizations
• May not be motivated by rewards, recognition, or esteem
Behavioral Indicators of Self-Concept External
• Will ask about the purpose of tasks
• Will comment on the strategic focus of organizations or
lack of moral content
• Will work hard when they believe in the cause; wont’ work
hard if they don’t
• May work harder in charity drives or service programs
than they do in their regular jobs
• Will live a professional life guided by a strict set of
principles and values
Conclusion
• People are motivated in different ways
• To effectively motivate others, leaders need to:
– Identify these motives
– Find ways to tap into them
– In large groups: need them all!
Results of De-motivation