บรรยายโดย ผศ.ดร.ธันยพร สุนทรธรรม
Leadership Behavior
• Leadership Behavior is Based on Traits.
• What are Leadership Behavior?
• Leadership Styles
Motivation
• What motivates us
• The motivation process
• Motivation and performance formula
• Motivation Theory
• Reinforcement Theory
Although the behavioral theorists focus on behavior,
it is important to realize that Leadership is based on
traits and skills.
Manager's leadership personality traits and attitudes
directly affect their behavior and relationship with
employees
Leadership behaviors are actions and conduct that leaders incorporate
into their management styles in order to effectively lead their teams,
motivate them, and achieve their goals.
Leadership isn’t just about control — it’s also about actions and behaviors.
As a leader
Reference: https://blog.hubspot.com/marketing/leadership-behaviors
Participative
Leadership
Autocratic
Leadership
Servant
Leadership
Entrepreneur
Leadership?
Sharing decision making with
group members and working
with them side by side.
In contrast to participative
leader are autocratic
leadership
A Style of leadership anchored
in the desire to help other.
Drive themselves and others
relentlessly, yet their personality
also inspire other,
and turning problems into
opportunities that create economic
and social value.
Participative Leadership
Sharing decision making with group members and working with them side by side.
The term shared leadership, collaborative leadership, and team leadership all refer to the
same idea as participative leadership.
Participative leadership encompasses so many behaviors that can be divided into three
subtypes: consultative, consensus, and democratic
Autocratic Leadership
In contrast to participative leader are autocratic leadership, who retain most of the authority.
they make decisions confidently, assume that group members will comply.
Typical autocratic behavior includes telling people what to do, asserting authority, and serving
as a model for team members.
Servant Leadership
A Style of leadership anchored in the desire to help other.
A servant leader is therefore a moral leader.
A servant leader serves constituents by working on their behalf to help them achieve their goals,
not the leader own goals.
Servant Leadership focuses on ethical behavior and constructive relationship between leader and
follower.
Key Aspect of Servant Leadership
Place service before
self-interest.
Listen first to express confidence
in others.
Inspire trust by being
trustworthy.
Focus on what is feasible to
accomplish.
Lend a hand.
Provide emotional healing.
Act as a role model for other
organizational members to
emphasize service.
Focus on employee growth
that lends to need
satisfaction.
Entrepreneurial Leadership
• Entrepreneurs drive themselves and others relentlessly, yet their personality also
inspire other.
• Entrepreneurs focus on turning problems into opportunities that create economic
and social value.
• Many entrepreneurs use a similar leadership style that stems from their personality
characteristics and circumstances.
• There are different types of and definitions of entrepreneur leadership.
• The general picture that emerges of an entrepreneur is task-oriented and
charismatic person.
• The entrepreneurial Leadership style often incorporates the behavior described
next following part.
Entrepreneurial Leadership Personality
Strong achievement drive and
sensible risk taking.
Visionary perspective combined
with tenacity.
High degree of enthusiasm
and passion.
Dislike of hierachy and bureaucracy.
Typical pattern of being proactive.
Preference for dealing with external customers.
Tendency to act quickly when
opportunity arises.
Eye on the future.
Participative
Leadership
Autocratic
Leadership
Servant
Leadership
Entrepreneur
Leadership?
Sharing decision making with
group members and working
with them side by side.
In contrast to participative
leader are autocratic
leadership
A Style of leadership anchored
in the desire to help other.
Drive themselves and others
relentlessly, yet their personality
also inspire other,
SCAN THIS
FOR THE TEST
and turning problems into
opportunities that create economic
and social value.
Link for take Self-assessment: https://www.mindtools.com/azr30oh/whats-your-leadership-style
Wealthy? Power? Certificate or anything else.
We tend to seek satisfaction as we satisfy our self-interest. So, if we want to motivate
others, we should answer their often-unasked question, "What's in it for me?"
If we give people what they want, they will in turn tend to give us what we want.
Performance = Ability x Motivation x Resource
Three key interdependent factor.
Generally, a motivated employee will put forth more effort than an unmotivated one to do a good job;
motivation and ability do affect performance. However, performance is not simply based on motivation.
Need
Feedback
Motive
Consequence
Satisfaction or Dissatifaction*
Through the motivation process, people progress from need, to motive, to behavior,
to consequences, to satisfactions or dissatisfaction.
Example: You are thirsty (need), and you have to drive to get a drink (motive).
When you get a drink (behavior) that quenches (consequences and satisfaction) your thirst.
Abraham Maslow
The hierarchy of needs theory propose that
people are motivated through five levels of
needs - physiological, safety, belongingness,
esteem, and self-actualization
Reference: https://www.professionalacademy.com/blogs/marketing-theories-maslows-hierarchy-of-needs/
Motivating Employee With
Hierarchy of Needs Theory
Abraham Maslow
You should get to know and understand
people's needs and meet them as a means of
increasing performance.
Importance contribution of this theory
include that people need more than just pay.
Employees are more motivated when they
perceive support them and cares about
meeting their needs.
And even if you don't have much money to
give raises, we can have inexpensive socials,
like barbecues, and there is no cost to giving
compliments
Frederick Herzberg
• Maintenance-Extrinsic Factors motivation come from outside the
person and the job itself.
⚬ Extrinsic motivation include pay, job security, working
conditions, fringe benefits, and relationships.
⚬ these factors are related to meeting lower-level needs.
• Motivators- Intrinsic Factors
⚬ Intrinsic Motivation includes achievement, recognition,
challenge, and advancement.
⚬ these factor are related to meeting higher-level needs.
Reference: https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.bluedonkey.co.uk%2Fherzberg-two-factor-theory-leadgeneration%2F&psig=AOvVaw1oN14t9A89a11hDp9iBvVf&ust=1691332334416000&source=images&cd=vfe&opi=89978449&ved=0CBMQjhxqFwoTCPDl84HfxYADFQAAAAAdAAAAABAE
Motivating Employee With
Two-Factor Theory
Frederick Herzberg
first ensure the employees level of pay and other maintenance
factors are adequate. Once employees are not dissatisfied with
their pay, they can be motivated though their job.
For example, employees need to increase their performance to
get promoted.
Work-life balance is also called work-home and work-family balance.
We all have personal life needs and we have work needs, so work and family are connected,
and positive or negative family experiences can affect work positive or negative and vice versa.
How to motivate other with Work-Life Needs?
• providing onsite day care centers-or giving employees
information to help them find good day and elder care
and offering flextime.
Expectancy theory proposes that people are motivated when they
believe they can accomplish the task, they will get the reward, and the
rewards for doing the task are worth the effort.
The theory is based on the following assumptions: Both internal and
external factors affect behavior; behavior is the individual's decision;
people have different needs, desires, and goals; and people make
behavior decisions based on their perception of the outcome.
Environment
Ability
Motivation = Expectancy x Instrumentality x Valence of outcome
(Effort)
(Performance)
(Outcome)
Three Variables
• Expectancy refers to people's perception of their ability (Probability) to
accomplish and objective.
• Instrumentality refers to belief the performance will result in getting the reward.
• Valence refers to the value a person places on the outcome or reward.
Proposes that specific, difficult goals motivate people.
Goals, objectives, and plans are different.
Goals the object of a person's ambition or effort; an aim or desired result,
such as Starbucks goal to grow by opening new stores globally.
Whereas objectives are specific, measurable results with a target date (Deadline).
Plan is a detailed proposal for doing or achieving something.
Reference: https://www.indeed.com/career-advice/career-development/how-to-write-smart-goals
SMART-goal statement might look like this:
Our goal is to [quantifiable objective] by [timeframe or deadline]. [Key players or teams]
will accomplish this goal by [what steps you’ll take to achieve the goal].
Accomplishing this goal will [result or benefit].
Vague goal: I want to help my department stay on budget this year.
With SMART Goals: Each month, I will distribute a budget report that shows our
department’s current expenses in comparison to our allotted annual budget and I will
highlight areas where we are overspending. Based on our current spending, I will offer
suggestions on how to cut expenses so that we are back within budget
Reference: https://www.atlassian.com/blog/productivity/how-to-write-smart-goals
Reference: https://www.indeed.com/career-advice/career-development/how-to-write-smart-goals
In business management
่
้ ขอยอดขาย
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กาหนดเป้ าหมายแบบทัวไป:
ปี นี พี
100 ล ้าน
กาหนดเป้ าหมายแบบหลัก SMART Goal:
้
• Specific: เราจะได ้ยอด 100 ล ้านในปี นี จากการแย่
งลูกค ้าคูแ่ ข่ง โดยจะต ้องมีสด
ั ส่วนตลาดมากขึน้
จาก 50% เป็ น 60% และขยายฐานไปยังกลุม
่ ใหม่
่ านมาเรามียอดขายเฉลียเดื
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• Mesurable และ Achievable: ปี ทีผ่
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่ อนละ 8 ล ้าน หรือเพิมขึ
่ นประมาณเดื
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อนละ 25%
่ ความเป็ นได ้สูงทีเราจะท
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• Relevant: การได ้ยอด 100 ล ้านจะช่วยให ้นักลงทุนมันใจในตั
วบริษท
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• Time-bound: แผน 100 ล ้านใน 1 ปี จะใช ้แผนแต่ละไตรมาสเป็ น Milestone ว่าเราสามารถทาได ้
่
ตามเป้ าหรือไม่ หากแต่ละไตรมาสไม่ถงึ เป้ า ก็จะมีการปร ับเปลียนแผนในไตรมาสต่
อไป
Reference: https://contentbooknotes.com/business-management/smart-goal/
Short-Meaning
• S - Specific หมายถึง เป็ นสิ่ งที่ช้ ีเฉพาะ และมี
ขอบเขตที่แน่ชดั
1. Make your goal SPECIFIC
The first step in creating a SMART goal is to make it specific.
Consider your goal in quantifiable terms by asking yourself the following questions:
• What do I want to accomplish?
• Will achieving this goal have an important impact?
• What actions will I need to take?
Applying SMART "Specific" criteria: “I will distribute a budget report."
Reference: https://www.indeed.com/career-advice/career-development/how-to-write-smart-goals
Short-Meaning
• M - Measurable หมายถึง สามารถวัดได้ มี
หลักฐาน หรื อการอ้างอิงได้
2. Make your goal MEASURABLE
This step in the SMART process prompts you to apply methods of measuring your
progress toward achieving your goal.
Being measurable also takes into account any actions you would implement to help
you further your progress toward your goal.
• For instance, this may take the form of tracking the time it takes you to complete
an action or meet a milestone.
Applying SMART “Measurable” criteria: "I will distribute a budget report that shows
our department’s current expenses in comparison to our allotted annual budget."
Reference: https://www.indeed.com/career-advice/career-development/how-to-write-smart-goals
Short-Meaning
• A - Achievable หมายถึง เป็ นไปได้ สมเหตุสมผล
ภายใต้ระยะเวลาและทรัพยากร
3. Make your goal ACHIEVABLE
This aspect of the SMART strategy relates to your goal being achievable.
Do you have the resources and time needed to achieve the goal?
• This may include gathering necessary data, asking team members for
help and learning new skills.
Applying SMART “Achievable” criteria: "I will distribute a budget report
that shows our department’s current expenses in comparison to our allotted
annual budget and I will highlight areas where we are overspending."
Reference: https://www.indeed.com/career-advice/career-development/how-to-write-smart-goals
Short-Meaning
• R - Relevant หมายถึง สอดคล้องกับเป้าหมายหรื อผลลัพธ์ที่
ต้องการในระยะยาว
4. Make your goal RELEVANT
A relevant goal will directly contribute to successful results.
Keep in mind that every action you take should move you closer to your goal.
• In our example, a relevant goal will directly reduce expenses.
Applying SMART “Relevant” criteria: "I will distribute a budget report that
shows our department’s current expenses in comparison to our allotted annual
budget, and I will highlight areas where we are overspending. Based on our
current spending, I will offer suggestions on how to cut expenses so that we are
back within budget."
Reference: https://www.indeed.com/career-advice/career-development/how-to-write-smart-goals
Short-Meaning
• T - Time-based หมายถึง มี
ระยะเวลาที่จากัด
5. A Time-based goal has a specific time deadline.
You’ll want to determine if your goal is a short-term or long-term goal
(or a combination of both).
From there, you can determine a timeline and set a schedule to meet deadlines and
accomplish your objective.
• Your timeline should also be realistic and allow you plenty of opportunities to make
adjustments to your goal regarding its relevance, specificity and achievability.
Applying SMART "Time-based" criteria: "Each month this year, I will distribute a budget report that shows
our department’s current expenses in comparison to our allotted annual budget, and I will highlight areas
where we are overspending. Based on our current spending, I will offer suggestions on how to cut expenses
so that we are back within budget."
Reference: https://www.indeed.com/career-advice/career-development/how-to-write-smart-goals
Using Goal Setting to
Motivate Employee
Setting a goal is just the first step;
the next step is just as important or more important as we need to set a specific objective and plan how
we will accomplish it, such as the goal to lose weight-how much weight, what is the diet plan, by when.
Provide details on tying goals, objectives, and plans in the subsection "Changing Behavior."
Reinforcement theorist contend that to motivate employees,
it is not necessary to identify and understand need.
Performance is linked to consequence. Recall that giving the right incentives will
usually result in the wanted behavior, as people seek their own self-interest.
Reinforcement Theory proposes that through the consequences for behavior,
people will be motivated to behave in predetermined ways.
Positive Reinforcement
Motivating With rewards
A method of encouraging
behavior is to offer attractive
consequence (rewards) for a
desirable performance.
When possible, use rewards to
motivate yourself and others.
For example, Rewarded or give
praise when employees can
achieve goals.
Avoidance Reinforcement
Motivating with avoidance
Avoidance is also called
negative reinforcement.
Rule with punishment for
violations are designed to get
employees to avoid certain
behavior
When needed, set rules or
policy that will contribute to
performance.
punishments is given only
if the rule is broken.
Avoidance there is no actual
punishment; it's the "threat"
• Employees don't necessarily want to follow the rules,
but they usually do to avoid the punishment
Punishment
Motivating with punishment
Punishment is used to provide
an undesirable consequence
for undesirable behavior.
Punishment is the most
effective method in motivating
employees to do a good job.
Methods of punishment
include harassing, taking away
privileges, probation
Punishment may reduce the
undesirable behavior but
overuse may cause other
undesirable behavior, such as
poor morale, lower productivity.
Extinction
Motivating with extinction
Rather than encourage desirable
behavior, extinction attempts to
reduce or eliminate undesirable
behavior.
For example, the manager may
withhold a reward of a value such
as pay raise, until the employee
perform to set standards
In other word, if you ignore good
employee performance, good
performance may stop because
employee think, "Why would i do a
good job if 'm not rewarded in
some way?"
Also, don't ignore good
performance.
1. Make sure employees know exactly what is expected of them. Set clear objectives-goal-setting theory.
2. Select the appropriate type of reinforcement. A reward may work better for some, and avoidance, punishment, or
extinction for others. Know your employees' needs.
3. Select the appropriate reinforcement schedule-continuous in some situations and intermittence in others.
4. Do not reward mediocre or poor performance (use extinction), and punish rule violators.
5. Look for the positive and give praise, rather than focus on the negative and criticize. Listen to people and make
them feel good about themselves.
6. Never go a day without giving sincere praise for a job well done-both employees and colleagues.
7. Do things for your employees, instead of to them, and you will see productivity increase.
Pay is not the only, nor necessary the best, Thank to what someone had done.
Giving praise creates a win-win situation, only takes a minute, and doesn't cost anything.
It is probably the most powerful, simplest motivational techniques.
Giving Praise Model
1. Tell the other what exactly what was done correctly.
When giving a praise look the person in the eye. Eye contact show sincerity and concern.
2. Tell the other why his/her behavior is important.
Briefly state how organization and/or person benefits from the action. it is also helpful to tell other
how you feel about. Be specific and descriptive.*
3. Stop for a moment of silence.
The rationale for the silence is to give the employee the chance to "feel" the impact of the praise.
4. Encourage repeat performance.
This is the reinforcement that motivates the employee to continue the desired behavior.
Tesla rewards employees with good pay and executive bonuses, and of
course it has rules to encourage employees to avoid punishment, and it
can use extinction by withholding bonuses from executives who don't
meet their goals.
Musk doesn't wish to receive awards or recognition. He insists the
employees are responsible for the innovations he is credited with.
- SEE YOU AGAIN NEXT WEEK.