Motivation and
Leadership
Chapter 16
Section 16.1: Motivation
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What is Motivation?
What Motivates People?
Integrating the Approaches to
Motivation
What You’ll Learn
The meaning of motivation.
 The various theories of motivation.
 How expectations affect motivation.
 How managers use positive and negative
reinforcement to motivate employees.
 How managers use the theories of
motivation.
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Why It’s Important

To be able to motivate the people who
work for them, managers need to
recognize what drives individuals’
behavior.
Bell Ringer

Write a brief response to the question,
“What motivates you to do your
homework?”
Will not accept if not handed in in 15
minutes today.
 Please Include Name-Date-Period-Title of
Assignment- Question Written out.

Key Terms
Motivation
 Positive Reinforcement
 Negative Reinforcement

What is Motivation?
Lori Ayeung, the manager of a four person
product team, gets to work at 7:30 every
morning. When her team is up against a
deadline, she stays late. She also has been
known to spend weekends at the office.
 Carlos Lomaz, a manager at the same company,
often shows up late for work. He takes little
pride in his work and does not seem to
understand the importance of completing tasks
on time. Carlos’ teammates find it frustrating to
work with him because of his obvious
disinterest.
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What is Motivation?
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What explains the difference between the
behavior of these two managers? It lies in
motivation, or the factors that give people
a reason to act. Motivation is concerned
with three sets of issues:
– What makes people act
– Why people try to achieve particular goals
– What makes individuals stick with their goals
Bell Ringer

Successful athletes understand the
importance of motivation. What do you
think motivates this baseball team?
What Motivates People?
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Researchers have studied how people
perceive their needs, set their goals or
accept those set for them and take action.
They have come up with various theories
about what motivates people.
Maslow’s Hierarchy of Needs
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One theory of motivation is Maslow’s
hierarchy of needs. As you learned in
Chapter 2, according to Maslow, most
people seek to meet lower-level needs. A
person will fulfill the need for shelter
before that of personal satisfaction, for
example.
Maslow’s Hierarchy of Needs
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Managers apply Maslow’s principles by
recognizing that employees seek to meet
some needs before others. They should
ensure that the physical working
conditions are adequate before concerning
themselves with creating interesting and
satisfying jobs.
Bell Ringer # 3

What basic needs does a construction
worker need to fulfill before he will want
to meet higher level needs?
Essential Question?

What is Motivation?
Georgia Performance Standards
Business Essentials

Leadership and teamwork

BCS-BE-4: The student participates in a
variety of activities that demonstrate the
importance of leadership within a business
endeavor.
Key Terms Defined
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Motivation-the factors that give people a
reason to act.
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Positive Reinforcement-involves rewarding
people who engage in behavior that the
manager wishes to encourage.
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Negative Reinforcement-involves punishing
or reprimanding people who engage in behavior
that the manager hopes to discourage.
All About Attitude
Don’t Just Do Your Job!
 In today’s workplace, simply showing up
isn’t good enough. Floating by and doing
the minimum amount of work expected is
a thing of the past. Challenge yourself to
improve constantly upon your abilities.
Your boss, co-workers and customers will
all appreciate your effort!

McClelland’s Achievement PowerAffiliation Approach
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David C. McClelland developed a third
approach to motivation. According to
McClelland, people are motivated by
three needs:
 The need for achievement, or the desire to
accomplish something or to do something
new
 The need for power, or the desire to
influence people and events
 The need for affiliation, or the desire to have
close relations with other people.
McClelland’s Achievement PowerAffiliation Approach
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Everyone aspires to fulfill all these needs to some
degree. However, some people have stronger needs
than others. To be effective, according to McClelland,
managers must identify a person’s strongest need and
seek to meet that need.
Carmen Sanchez is the manager of the marketing
department a large pharmaceutical company. Carmen
works hard to identify what motivates each of her
employees. She has noticed that one employee, Winston
Brown, has a very strong need for affiliation. Last week,
Carmen was asked to assign a member of her staff to a
company-wide committee. Carmen chose Winston for
the job because she recognized his appreciation for
working with others. She believes that Winston’s need to
work with people will motivate him to work hard on the
committee.
McClelland’s Achievement PowerAffiliation Approach
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Sheila Fagan, who also works on Carmen’s
staff, is not as people-oriented as Winston is.
She has a much stronger need to achieve,
however. Recognizing Sheila’s need, Carmen
assigns her tasks that will give her a strong
sense of accomplishment. Last week, for
example, Carmen asked Sheila to take charge of
the annual report the marketing department
prepares for senior management. She knows
that Sheila’s need to achieve will motivate her to
prepare a well-written report.
Expectancy Theory
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A fourth theory of motivation is the expectancy
approach. According to this theory, motivation
depends on employees’ beliefs about how effort
and performance affect outcomes. If employees
believe that extra effort will result in better
performance, they are likely to be motivated to
work. If they believe that regardless of hard
work they are unlikely to succeed, they are not
likely to be highly motivated.
Expectancy Theory

Remy was accidentally placed into French IV,
even though the language he has studied for
two years is Spanish. He is not motivated to
stud very hard for this class because he assumes
his studying would make no difference. If
instead he were placed in French I, he would
probably study very hard, He would recognize
that this class is not beyond his level and that
his hard work would help him achieve a high
grade.
Expectancy Theory
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Managers try to assume that employees see a
relationship between effort and performance by placing
people in jobs they are able to perform. They avoid
hiring people who are not up to the job, and they assign
tasks that people will be able to complete.
Another important aspect of expectancy theory if the
belief that improving performance will lead to rewards,
such as a raise or extra vacation days. Employees who
believe their work will be rewarded are more likely to
work harder than employees who do not see this
connection. Many Wall Street companies, for example,
pay large end-of-the-year bonuses to employees who
perform well. The knowledge that working hard will
result in a large bonus motivates many people on Wall
Street to work very hard.
Bell Ringer

What can a manager do to make his
staff more motivated?
Bell Ringers
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Dog Trainers use both positive and
negative reinforcement of behavior to
train dogs. Which type of reinforcement
do many managers consider more
effective?
Reinforcement Theory
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Reinforcement theory, or operant conditioning, is
the idea that punishing or rewarding people will affect
their future behavior. Parents apply this theory when
they reward children for being good or discipline them
for misbehavior.
Reinforcement Theory
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Reinforcement theory uses two kinds of
reinforcement-positive and negative.
Positive reinforcement involves
rewarding people who engage in behavior
that the manager wishes to encourage.
Negative reinforcement involves
punishing or reprimanding people who
engage in behavior that the manager
hopes to discourage.
Reinforcement Theory
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Managers use positive reinforcement when
they praise their employees for work well done,
give them a raise, or offer extra vacation days.
Employees who receive this kind of
reinforcement are likely to be motivated to
behave in the same way again.
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Managers use negative reinforcement by
reprimanding their employees or not giving them
raises. Employees who receive this kind of
reinforcement may be motivated not to engage
in the behavior again.
Storytellers
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Leaders often use different tactics to
motivate others. The use of stories to
communicate ideas is one of them. A
parable or symbolism can help bring a
difficult situation into a clearer picture of
what needs to be accomplished. Shed new
light on a subject by telling a story that
your audience can relate to.
Tips from Robert Half

Money is not all a company can offer.
Some companies offer benefits such as
advancement opportunities, stocks
options, tuition reimbursement, training,
telecommuting, flex-time and child care.
Employees who feel valued work harder.
Bell Ringer
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Expectancy Theory
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Bond Traders are motivated to work
hard because they receive hefty year-end
bonuses if they do well. According to
expectancy theory, what other factor
affects motivation?
Quiz
Facts and Idea Review
1.
2.
3.
4.
Name three theories of motivation and
briefly describe each.
According to Herzberg, what kinds of
factors account for job satisfaction?
According to McClelland, what are the
three main forces that motivate people?
Give one example of positive
reinforcement and one example of
negative reinforcement.
Chapter 16.2
Power, Authority, and Leadership
What You’ll Learn
 The difference between power, authority,
and leadership
 Three types of leadership style
 Leadership skills managers need to
master.
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Why It’s Important
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Good managers need to be effective
leaders to help employees meet
organizational objectives.
Key Terms
Power
 Leadership
 Universal Approach
 Contingent Approach
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Bell Ringer
List five characteristics you think make a
good leader.
Distinguishing Between Power and
Authority
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The production supervisor John Quiggin
rushes onto the factory floor, barking out
orders to his employees. Malcolm
Jefferson, the warehouse supervisor,
quietly gives instructions to the people he
manages. Both men are using their power,
or the ability they have to make other
people act in certain ways. However, each
has a different style of using power.
Distinguishing Between Power and
Authority
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Managers derive power from various sources. An
important source of power is that managers determine
their subordinates’ incomes. This kind of power is known
as reward power.
There are other important sources of power. Bill Gates,
chairman and co-founder of Microsoft, is powerful not
only because he has the power to fire his employees,
but also because he is a well respected computer
software expert. This kind of power is known as expert
power. If Bill Gates was not respected as an expert in his
field, his power would be much more limited.
Authority
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Authority is the right to issue directives
and expend resources. Power and
authority often are related. Sometimes,
however, people with power have no
actual authority. An Advisor to the
President of the United States, for
example, may have no authority to make
decisions. If the person has influence over
the President, however, he or she may
have significant power.
What is Leadership?

Leadership is the ability to influence
people. Some people seem to be born
natural leaders. Others are happy
following their lead. However, leadership
skills can be learned. Understanding what
makes a good leader can make any
manager stronger.
What is Leadership?

Leaders use their power to guide other
people’s behavior. To be effective, leaders
must have a vision for the future, develop
strategies for achieving that vision, and
motivate employees to implement them.
They also must develop a leadership style.
Bell Ringer
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What are some styles of leadership?
Framework for Classifying
Leadership Studies
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Leadership studies can be classified to by
whether they take a universal or contingent
approach. The universal approach assumes
there is one way to lead, regardless of the
circumstances. The contingent approach
assumes that the best approach to leadership
depends on the situation. These studies also can
be classified by a focus on traits or behaviors.
Traits are characteristics the leader possesses.
Behaviors refer to what the leader does. The
most important studies we will examine are
classified further in this chapter.
Trait Theory
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Early research focused on what a leader
was like, rather than what a leader did.
This stress on personal traits is called trait
theory. Personality trait (originality,
persistence, and enthusiasm), social traits
(tact, patience, and sympathy), and even
physical characteristics (height and
weight) are examined to determine good
leadership.
Trait Theory
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Based on Trait Theory, those qualities most
often associated with excellent leaders include:
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Loyalty
Courage
Stamina
Empathy
Decisiveness
Timing
Competiveness
Self-confidence
Accountability
Charisma
Styles of Leadership
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Researchers have identified three basic
styles of leadership. They include
autocratic leadership, laissez-faire
leadership, and democratic leadership.
Autocratic Leadership
Autocratic leaders are leaders who do not listen to other
people but make all decisions themselves. These
leaders make most decisions alone because they have
little trust in the people they work with.
Few people enjoy working for an autocratic leader.
There is little room for initiative. Autocratic leaders are
unlikely to acknowledge their subordinates’ work or give
them credit for their achievements. While autocratic
leaders can be effective when they are present,
performance and productivity are likely to decline when
the leader is away from the work site.
Autocratic Leadership
A generation ago, most managers were
autocratic leaders who simply told their
subordinates what to do. Although some
autocratic managers still exist today, the
trend has been toward different leadership
styles.
Laissez-Faire Leadership
Laissez-Faire means hands off. LaissezFaire leaders are leaders who choose not
to lead. This situation can occur when
someone is thrust unexpectedly, or
unwillingly, into a leadership position.
These leaders often lack confidence in
their leadership abilities and allow other
people in the group to make decisions.
They fail to set goals for the group and
provide no real leadership.
Democratic Leadership
Democratic leaders are often the best kind of
leaders. This kind of leader listens to other
people’s opinions and encourages the exchange
of ideas. Democratic leadership helps develop a
feeling of responsibility among group members.
When democratic leaders make a decision, they
will explain the reasoning behind their actions.
This creates a group that feels empowered.
Democratic leadership usually results in high
productivity, strong morale, and good
teamwork.
Bell Ringer
Imagine three different classrooms, one
lead by an autocratic teacher, one a
laissez-faire teacher, and the other a
democratic teacher, and the other a
democratic teacher. Which classroom
would you prefer? Why?
Fiedler’s Contingency Studies of
Leadership
Early leadership studies attempted to identify
universal principles that could be applied to any
situation. However, in performing these studies,
researchers began realizing the difficulty of
generalizing, for example between a military unit
and a PTA committee. Even within he business
environment alone, leadership practices
appropriate to the production floor might not
work in the executive suite.
Contingency Approach
Later studies looked at leadership styles specific
to particular situations. This is called he
contingency approach. Fred Fiedler conducted
one of the first contingency studies. He studied
the match between a leader’s personality and
the situation. Fiedler defined two basic
leadership traits:
 Task motivated leaders gain satisfaction from
the performance of a task.
 Relationship-motivated leaders gain satisfaction
from interpersonal relationships.
Path Goal Theory of Leadership
Path-goal theory addresses the relationship
between a leader’s behavior and
subordinates’ performance and job
satisfaction. Leader behavior affects
employees’ perception of their work
environment.
This model categories leaders into four basic
types. One of these types is the autocratic
style discussed earlier in this chapter.
Path Goal Theory of Leadership
Here are the four basic types of Path Goal
Theory of Leadership:
Role Classification-leaders let group
members know what is expected of them,
establish the methods o use, coordinate
work within the group, and maintain
standards of performance. Such
clarification is helpful to employees
engaged in unstructured tasks.
Path Goal Theory of Leadership
Supportive Leaders-create a pleasant
work environment and are approachable.
This is satisfying to those working on
highly structured tasks, as friendliness can
lighten an oppressive routine.
Path Goal Theory of Leadership
Participative Leaders-consult with
subordinates in the decision-making
process. These discussions improve the
performance of employees working on
ambiguous tasks.
Path Goal Theory of Leadership
Autocratic Leaders-issue orders that
subordinates are not expected to
question. This leadership style hurts job
performance and satisfaction in most
situations.
Developing Good Leadership Skills
With so many different theories on
leadership, it may be difficult to find the
one that works for you. Regardless of
which theory you choose, here are many
good leadership skills that are effective in
most situations. To become effective
leaders, managers need to master the
following set of skills.
Developing Good Leadership Skills
1.
2.
3.
4.
5.
6.
7.
Plan
Become a Teacher
Delegate
Encourage independent thinking
Build a Team
Set an Example
Share credit with subordinates.
Developing Good leadership Skills
With dynamic forces at work in the
marketplace, managers and employees
must continually adapt to new situations.
The need to improve performance under
conditions of constant change challenges
managers continually to improve their
motivation and leadership skills.
Business Plan Outline
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Plan Outline
1.0 Executive Summary
2.0 Company Summary
– Company Ownership
– Start-up Summary
– Company Locations and Facilities
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3.0 Products and Services
4.0 Market Analysis Summary
5.0 Strategy and Implementation Summary
6.0 Management Summary
7.0 Financial Plan
Appendix
Chapter 16 Quiz Answers:
1. (1) Maslow's hierarchy of needs; (2) Herzberg's
motivation-maintenance model; (3) McClelland's
achievement-power-affiliation approach; (4)
Expectancy theory; or (5) reinforcement theory.
2. Herzberg concluded that job content factors
(the opportunity for promotion and the chance to
grow) and hygiene factors (pay, benefits, and
working conditions) account for job satisfaction.
3. McClelland said that the three motivating
forces are the need for achievement, the need for
power, and the need for affiliation.
4.Give example of positive reinforcement and an
example of negative reinforcement. Your own
words.
Classroom Rules
It’s a New Day…..
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No Cursing in Class
There will be assigned seating
No Talking in class
Absolutely no cell phones visible in class
No Ipods on or Earphones in ear during class
No game playing in class
No walking around classroom
No leaving class without permission
No arguing back at teacher –Automatic Write-up
If you talk about the teacher you will be written
up
– All these rules are enforceable on 1 warning then a
write-up.
Vocabulary Quiz
Define the Following Terms
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Power
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Leadership
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Universal Approach
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Contingent Approach