Joshua Floyd
Shawna Harper
Dana Harrison
Terry Ayers-Ryan
Les Arnold
THE RELATIONSHIP BETWEEN EMPLOYEE ATTITUDE AND LEADERSHIP
Tough Tasks:
As we all know, managers face difficult tasks every day within the workplace. It’s not surprising that
these same managers have differing priority system that puts importance – and perhaps lack
thereof – on various workplace factors. Upon asking different managers, I received various
answers.
BUT WHAT IS THE MOST DIFFICULT TASK FACING MANAGERS? 60% said that employee attitudes
were the most difficult task facing managers.
Managers want to remedy the attitudes, while making sure that little is lost when it comes to
employee production and satisfaction. Employees, meanwhile, want their respective attitudes
taken seriously by their superiors, but not necessarily want them to be exposed or known publicly
(Wells & Spinks, 1997).
Attitude:
It entails four different definitions (Wells & Spinks, 1997):
-Always has a “target” or “object” (e.g. job, responsibility/task, co-worker)
-What are the overall feelings of that “target” or “object”? (e.g. favor, despise, abhor)
-Additional pondering about those feelings (e.g. Do I enjoy working on this line with these coworkers? If this task doesn’t get completed today, will I feel upset?)
-Pre-determined actions with “target” or “object” (e.g. I see that task, and I do not like it –
especially since I have to work directly with my supervisor. Plus, it takes several hours to
complete.)
Value:
-How much worth or merit is there paralleling significance and/or usefulness (Webster’s, 1996).
The VAM Model:
The Values, Attitudes and Moods Model carries with it significance (George & Jones, 1997):
-Helps to explain and comprehend the overall work experience and importance.
-Each area is interconnected (“multi-dimensional”), but also stands on its own. However, if you
consider just one or maybe two of the circles, you are not putting forth the true work
experience.
-Moods – the exact feeling when going through a work experience; immediate reaction without
as much thought as that of attitudes or values. Attitudes – feelings that we have saved from
past experiences or feelings that can be recalled when going through a specific work task or
“target”. Values – what the worker wants to feel by going through “correct” aspects of working
and decorum.
-The model is joined in the middle, thus constituting a complete work experience.
Attitude Dimensions:
How do you experience work? What is the depth? There are three dimensions (George & Jones,
1997):
-Time (How many hours you work in a day? Overtime? How long for a specific task?)
-Dynamism (Changes? New management? What about social acceptance?)
Joshua Floyd
Shawna Harper
Dana Harrison
Terry Ayers-Ryan
Les Arnold
-Focus (What areas are important/least important? What attitudes are important to you?)
More Attitude Dimensions:
These areas can change or stay the same, depending on area (George & Jones, 2007):
-Time (Values – Prospective; Attitudes – Retrospective; Moods – Contemporaneous)
-Dynamism (Values – Stable; Attitudes – Evolving; Moods – Fluctuating)
-Focus (Values – General; Attitudes – Specific; Moods – General)
Know that these areas involving time, dynamism and focus have varying meanings with respect to
value, attitudes and moods.
EMPLOYEE MOTIVATION AND SATISFACTION
Four Factors of Transformational Leadership:
1. charismatic leadership or idealized influence
2. inspirational leadership or motivation
3. intellectual stimulation
4. individualized consideration
Inner Characteristics (D. Dixon, 1998)
1. Deep thinking
2. Empathy
3. Leaders must experience personal transformation -- Personal renewal and reflection are
important ways that leaders change their inner selves
4. Self Confidence (I can make a difference attitude)
5. Integrity
6. Honesty
7. Personal Values
Value System
A value system is a set of rank-ordered values.
Value – “an enduring belief that a specific mode of conduct or end-state of existence is personally
or socially preferable to an opposite or converse mode of conduct or end-state of existence”
(Rokeach, 1973)
Instrumental Values of Transformational Leaders
Definition - a belief concerning a desirable mode of conduct
1. Responsible
2. Broadminded
3. Independent
4. Courageous
5. Loving
6. Logical
7. Forgiving
8. Polite
Joshua Floyd
Shawna Harper
Dana Harrison
Terry Ayers-Ryan
Les Arnold
Terminal Values of Transformational Leaders
Definition - belief concerning desirable end-state of existence
1. “A World at Peace”
2. Equality
3. Social Recognition
4. An Exciting Life
5. Pleasure
6. Mature Love
It is not individual values that explain attitudes and behaviors but the entire value system (Rokeach
and Ball-Rokeach, 1989)
ATTITUDE(S) TOWARDS ORGANIZATIONAL CHANGE AND EMPLOYEE STRESS
What causes organizational change?
Organizational change is affected by internal and external factors.
Internal Factors include issues with people (ex: retirements, replacements), structure (ex:
organizational restructuring) and technological changes (ex: upgrades, new software). External
factors include economic (current conditions - recession), political (increased compliance
standards) and competition (industry competitors).
Lewin’s Change Model: describes a three step process of change.
Unfreeze: prepare employees for the change (setting goals, additional communication,
commanding).
Moving: (restructuring, educating employees, preparation).
ReFreeze: re-establish stability (provide rewards, make them realize that the change can’t be
reversed).
Vakola, Nikolaou (2005)
What is the importance of employee acceptance in regards to change?
Success of corporate change programs rely heavily on resistance to change. Without employee
acceptance, the change program will likely fail. (Bovey, Hede 2001)
How are individual attitudes affected by change?
Change affects attitudes because it requires people to step outside of their comfort zone and go
into unknown territory.
Positive attitudes: employees may show excitement and happiness to support the change. Steps
can be taken towards early attitude formation to influence positive attitudes.
Negative attitudes: employees may exhibit anger or fear related to the uncertainty involved or
inability to adapt to the changes. Negative attitudes are closely related to the failure of change
programs.
Vakola, Nikolaou (2005)
A Three Point Hierarchical model of attitude structure
This structure represents the employee’s evaluation of the attitude object (the change). We can
see that emotions, beliefs and values can cause the attitudes and also become the attitude.
Joshua Floyd
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Les Arnold
1) Superordinate: the point at which the employee evaluates the change
2) Basic: the point at which the employee exhibits a characteristic toward the change
3) Subordinate: the point at which the employee uses values to evaluate standards of the change
Lines (2005)
Attitude Perseverance
It is important to take initial steps to encourage positive attitude response. The attitude maybe
difficult to change once the employee takes a position. The employee will determine their attitude
based upon the exposure towards the change, prior attitudes which influence a biased memory
and inconsistent information which may cause the employee to develop a personal argument
against the change.
Lines (2005)
The affect of negative attitudes on the organization
Negative attitudes cause a variety of negative effects on the organization. Examples: Lower job
satisfaction, low motivation and morale, decreased performance, increased accidents, poor
internal communications and conflicts, increased intentions to quit and lower organizational
commitment.
SELF-AWARENESS AND TEAM RELATIONSHIPS
3 MAJOR SELF-OTHER AGREEMENT CATEGORIES:
 Overestimators - rate themselves higher than others, while underestimators rate
themselves lower. Overestimators are believed to be associated with the most negative
individual and organizational outcomes and tend to misdiagnose their strengths and
weaknesses, as a result, are ignorant to how others perceive them. They see little need for
self improvement and may come across as arrogant and egocentric.
 Underestimators - are associated with both negative and positive outcomes. Like
overestimators, underestimators often misdiagnose their strengths and weaknesses.
However, underestimators tend to be more modest than overestimators, making them
more agreeable to others.
 In-Agreement - are believed to be associated with positive individual and organizational
outcomes.
o The work of Mabe and West (1982) suggests that individuals in-agreement are
intelligent, have a high need for achievement and a strong internal locus of control.
TWO TYPES OF LEADERS
 Transactional Leadership – associated with contingent reinforcement and allows the
worker freedom to perform as sees fit with the leader intervening when a problem occurs.
The leader and subordinate bargains to assure goal attainment.
 Transformational Leadership – Not involved in bargaining rather they motivate the worker
to achieve longer-lasting goals instead of short-term ones.
TOOLS TO MAKE YOU AWARE
 OPEN THE DOOR… To possible criticism.
Joshua Floyd
Shawna Harper
Dana Harrison
Terry Ayers-Ryan
Les Arnold
o



ACKNOWLEDGEMENT (the need to become better at anything is only the
beginning, and it’s often the most difficult step in the whole process.
SOLICIT FEEDBACK – In a 360, peers and superior’s reports anonymously providing
feedback on all aspects of your behavior. You could also make time once a day to reflect
on the day’s events (how people reacted to you, how you were able to work with others,
etc…)
ASK QUESTIONS – Don’t be afraid to ask questions about your own performance. It can be
harder to be objective about negative feedback, but when you show that you are equally
open to all types of feedback, you demonstrate self-awareness and the willingness to learn.
LISTEN – Once you have solicited feedback it’s crucial that you listen without justifying you
actions or people will stop giving you feedback. When you are busy defending your
actions, you miss what the person is trying to tell you, so listen without justifying.
CONCLUSION
Importance of Attitudes in Leadership




Maintaining positive employee attitudes are one of a manager’s most difficult aspects
of leadership.
Sources of attitude can include co-worker or boss likes or dislikes, family affairs, job
satisfaction level, job pay, etc. There is no single source.
VAM model (values, attitudes and moods) constitutes a complete work experience (we
should experience and feel these dimensions in the work environment).
Effective leaders can alter attitude positively.
Employee Motivation & Satisfaction


Transactional leaders often fail to influence employee attitude due to the nature of
work constraints, such as rules, policies, budgets, procedures, etc.
The transformational leader has the ability to engage others and hold them to a higher
level of performance. This in turn creates motivation and personal satisfaction by
applying positive attitudes to influence and lead individuals.
Attitudes & Organizational Change


Internal and external factors surround necessary organizational change. Kurt Lewin’s
three-stage model is a process by which to analyze organizational change (unfreezing,
changing and refreezing). Leaders need to focus on the internal factors of their
organizations; those of people, infrastructure and technology and capture the “buy-in”
of the employee to shape positive attitude toward change. External factors exist, but
are not typically within leader’s ability to influence or change. Desired Organizational
outcome typically the result of this positive attitude towards change.
The 5 steps to overcome resistance to change are:
1) Communication 2) Proper Attitude 3) Lead by Example 4) Solicit Opinions
Joshua Floyd
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Les Arnold
5) Reward Acceptance
Self Awareness and Team Relationships
There are three major self-other agreement categories:



An overestimator is typically a negative individual that tends to misdiagnose his/her
strengths and weaknesses and oblivious to other’s opinions of them.
An underestimator is typically an individual that is entirely too modest and is agreeable
to others.
An in-agreement type is typically a strong, positive individual that maintains strong
internal focus and control within the organization.
Two types of leaders:


Transformational leaders motivate individuals to achieve longer lasting goals.
Transactional leaders are focused more on the short term goal attainments of the
corporation.
Joshua Floyd
Shawna Harper
Dana Harrison
Terry Ayers-Ryan
Les Arnold
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