Maslow Management’s
Handbook for Effective
Leadership
Audrey Dickenson, Larlee Jensen, Abby Miller,
Claire Ormsby, Carolyn
Swenson
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“The north coast of California is home to the world’s tallest trees.
A walk through a virgin old-growth redwood forest can be one of
the most awe-inspiring experiences you’ll ever have. These trees
sometimes live to be over 2,000 years old and can reach heights of
300 feet and more. The tallest redwood tree ever recorded was 367
feet in height… Even though they grow up to heights of 300 feet
and can weigh more than one million pounds, these trees have a
very shallow root system. Their roots only go down three to six feet
but can spread out several hundred feet. As these roots extend out,
they intertwine with their brother and sister redwoods and other
trees as well. This intertwining of roots creates a webbing effect.
Most engineers would tell you this shallow root system still would
be impossible to keep the redwoods intact and protected against
strong winds and floods. However, the interconnecting root
systems are the secret of their strength and teach us a great
lesson.”
-Richard H. Winkel
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The Contingency Model
Theory
What makes an effective leader?
The leader’s effectiveness is based on two things:
Leadership style
Situation favorableness
Leadership Style
Who is a leader?
A person who creates the most
effective change in group
performance.
Leadership is a process where
one person controls and
influences others for the
purpose of performing a
common task.
Leadership Styles
Task-oriented
• Gain satisfaction through achievements in tasks
• Very effective at completing tasks
• Quick to organize a group
Relationship-oriented
• Good at avoiding and managing conflict
• Obtain satisfaction through recognition
• Focus on personal relationships
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Least Preferred Coworker
(LPC) Scale
Think of a person with whom you have worked the least well. This
person can be someone form the past or someone currently. Describe
this person by circling the number that best fits them.
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What is your Leadership
Style?
A lower score
indicates a low LPC
leader or a taskoriented leader.
A higher score
indicates a high LPCleader or a
relationship-oriented
leader.
• A person’s leadership style reflects their
basic motivational and needs structure.
• Remember: Leadership styles that
contribute to success under specific
conditions will not always translate to
success in other conditions.
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Situational Favorableness
Favorableness is the degree to which the situation
enables the leader to exert influence and control over the
group process. Each leadership style performs
differently in certain situations. These are classified by
the following:
• Leader-Member relations: The level of trust and
confidence that your group has in you.
• Task Structure: Type of task; either clear and
structured or vague and unstructured.
• Leaders’ position power: The amount of power you
have to direct the group.
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Questions to Consider
Do you ever feel stressed or overwhelmed as a leader?
How are you supposed to lead a group of people?
What is your relationship level with your group
members?________________________________________
_________________________________________________
_________________________________________________
_________
What types of tasks are you leading?
_________________________________________________
_________________________________________________
_________________________________________________
What is your power position within your
group?___________________________________________
_________________________________________________
_________________________________________________
______
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Fiedler’s Contingency
Model
Everyone is capable of succeeding as a leader. There is not one style
of leadership that is better than the other. Improvement requires
one to deal with both leadership style and situational factors.
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Training Effective Leaders
• Change the leader to fit the situation or change the situation
to fit the leader.
• Group performance can be improved by modifying the
leader’s style or modifying the group-task situation.
Organizational Engineering Approach
• Change the individual’s task assignment.
• Change the leader’s position power. Give him
more power or have him share power with
others.
• Change the leader-member relations in the
group. Leader will work better with groups
whose members are very similar to him/her
in attitudes, opinions, or backgrounds.
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Hiring Effective Leaders
Why is it difficult to hire
new leaders?
As a manager, the task may
be placed on you to hire new
employees and leaders of
your company. What can you
understand and do better to
hire the best leaders?
Mistakes made in hiring:
• Very rarely are past
leadership experiences
similar to future roles.
• The recruiter knows very
little about the leadership
situation the individual is
likely to face.
As a manager you need to
consider these mistakes. When
selecting new leaders, specify the
relevant components of the
situation for which the leader is
being recruited.
• Leadership and
psychological tests will
not give all the needed
results.
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New Patterns of
Management
Innovative, Effective, and Accepted
The fundamentals of America are evolving; Individuals
are given greater freedom and initiative.
These changes are being reflected in many successful
businesses.
How will you implement them in yours?
Leadership and Organizational
Performance
As a manager, what can YOU do to increase the effectiveness and
efficiency of your organization?
It’s time to start focusing on the people.
Step One
to
KNOW the Individuals
-Establish a relationship; learn their name, ask about their
family, know their problems, and remember.
-Approach them at their desk in their setting.
This is where your employees are most comfortable able
communicate.
-Ask for their opinions
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Step Two
TRUST the Individuals
-When you trust your employees, they will trust you
-Let people do the job the way they want to so long as they
accomplish the objectives of an operation
-Communicate: make clear the objectives and what needs to
be accomplished and then give them freedom to do the
job: Encourage upward communication
-Don’t add any unreasonable pressure. This will lead to low
performance; subordinates have less confidence and trust in
their supervisors
Freedom in the work place is only
effective when there is interaction
with colleagues and managers. There
is a need for stimulation, fresh
orientation, and motivation.
Employees do and will inevitably make mistakes.
Then what?
As a manager you can do one of two things. You can belittle them,
embarrass, or berate them. Or you can follow the example of highproducing foremen who tend to either ignore the mistakes their men
make, knowing that the men have learned from the experience, or to
use these situations as educational experiences by showing how to
do the job correctly.
The choice is yours.
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Step 3
INVEST TIME in the Individuals
- Properly train them
“Superiors who take time to train subordinates for better jobs achieve a higher
level of performance than those supervisors who feel that this is a waste of time or
that it may result in losing able subordinates through promotion.”
-Job Enlargement- adding variety and diversity at work;
monotony and highly routine work leads to
dissatisfaction, and therefore decrease productivity
Take time to reflect…
…What are specific ways will you establish relationships with your
employees?
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Group Processes and
Organizational Performance
Members of groups which have common
goals to which they are
strongly committed, high peer-group loyalty, favorable attitudes
between superiors and subordinates, and a high level of skill in
interaction clearly can achieve far more than the same people acting as a
mere assemblage.
Characteristics
of Groups
• Greater identification with their group and a greater feeling of belonging to it
• More friends in the group and in the company rather than outside the company
• Better interposal relations among the members of the work group
• A more favorable attitude toward their jobs and their company
• Higher production goals and more actual production with less sense of strain or
pressure
•Acceptance and accomplishing of goals
•Reduced anxiety in the workplace
•Favorable attitudes towards supervisors
•Increased productivity
•Members give help on their own initiative
•Developed sense of group responsibility for getting
the work done.
•lower rate of absence from the job
Benefits of
Peer Loyalty
Work groups, which have high peer group loyalty and common goals
appear to be effective in achieving their goals. If their goals are the
achievement of high productivity and low waste, these are the goals they
will accomplish.
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The greater a manager’s skill in using
group methods of supervision, the greater
the production and job satisfaction of his
subordinates.
So What Can You Do?
Characteristics of a
Good Leader in a Group
Setting
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Characteristics of an
Effective Group
•
The members are skilled in all the
various leadership and membership
role and functions required for
interaction between leaders and
members.
•
The group is eager to help each
member develop to his full potential
•
Each member accepts the goals and
expectations that he and his group
established for themselves
•
The leader and the members believe
that each group member can
accomplish “the impossible”
•
Group stimulates creativity in each
other
•
Members of the group are are loyal to
its members and leader
•
Group members communicate fully
and frankly
•
They share a high degree of confidence
and trust in each other
•
Comfort in communication
information, suggestions, and ideas to
leaders
•
Values and goals of the group mirror
those of its members
•
Members of the group are highly
motivated to abide by the major values
and to achieve the important goals of
the group
•
Work takes place in a supportive
atmosphere
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Employee Motivation
What Is
Motivation?
When a person doesn’t require
outside stimulation to get a job
done. It is something they want
and choose to do on their own.
“Forget Praise
Forget Punishment
Forget Cash
You need to make
their jobs more
interesting”
-Frederick Herzberg
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What Studies Show
Motivation factors (shown to be
primary cause of satisfaction
among employees):
Dissatisfaction factors (shown to
be primary cause of unhappiness
among employees):
Achievement
Recognition for achievement
The work itself
Responsibility
Growth or advancement
Company policy
Administration
Supervision
Interpersonal relationships
Working conditions
Salary
Status
Security
“The opposite of job satisfaction is not
job dissatisfaction but, rather, no job
satisfaction; and similarly, the opposite of
job dissatisfaction is not job satisfaction,
but no job dissatisfaction.”
-Frederick Herzberg
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Eternal Triangle:
Three general philosophies of personnel management
Organizational Theory
Industrial Engineering
Behavioral Science
Organizational Theory-If jobs are organized in a proper manner, the
result will be the most efficient job structure, and the most favorable
attitudes will follow as a matter of course.
Industrial Engineering-Main goal is to concoct the most appropriate
incentive system and to design the specific working conditions in a way
that facilitates the most efficient use of the human machine.
Behavioral Science-Focuses on group sentiments, attitudes of individual
employees, and the organization’s social and psychological climate.
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Steps for Job Enrichment
Step 1: Select jobs that:
a. Investment in industrial engineering doesn't make changes too costly
b. Attitudes are poor
c. Dissatisfaction is costly
d. Motivation will make a big difference in performance
Step 2: Approach these jobs with the conviction that they CAN be changed
Step 3: Brainstorm changes that may enrich the job, without concern
for practicality
Step 4: Eliminate suggestions that may cause dissatisfaction
Step 5: Get rid of “generalities”. (i.e. words like “growth”,
“achievement”, and “responsibility”)
Step 6: Eliminate horizontal loading suggestions (giving employees
meaningless tasks)
Step 7: Avoid direct participation by employees whose jobs are to be
enriched
Step 8: Set up two equivalent groups; on an experimental in which
the motivators are systematically introduced over a period of time,
and the other a control group in which no changes are made.
Compare performance of both groups
Step 9: Be prepared for a drop in performance in the experimental
group in the first few weeks
Step 10: Expect your first-line supervisors to experience some
anxiety and hostility over the changes you are making.
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Motivation
What can YOU do to motivate employees?
-Be supportive friendly and helpful than than hostile. Be kind, yet firm,
never threatening, genuinely interested in the well-being of subordinates
and endeavors to treat people in a sensitive, considerate way
-Be just
-Endeavor to serve the best interests of your employees, as well as of the
company
-Show confidence in the integrity, ability, and motivations of
subordinates rather than suspicion and distrust
-Make sure each subordinate is well trained for his particular job
- Help them get to the next level through training, opportunities, and
coaching whenever possible
-Coach and assist employees whose performance is below standard
-Plan and schedule the work to be done, train subordinate, supply them
materials and tools, initiate work activity
-Provide adequate technical competence
-Develop working team with high group loyalty by using participation
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What is it that motivates your employees?
With the previous ideas in mind, what are two things you can do in
your establishment to increase employee motivation?
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Motivation:
According to
Maslow
Propositions about
Motivation
The individual as an integrated whole (the whole individual is
motivated rather than just a part of him/her).
Multiple Motivations (a motivated behavior may serve as a kind of
channel through which other purposes may express themselves.)
Motivating States (motivation is constant, never ending,
fluctuating, and complex)
Relationships of Motivations (Man rarely reaches a state of
complete satisfaction)
Environment (human motivation actualizes itself in behavior in
relation to the situation and to other people)
Nonmotivated Behavior (Not all behaviors are motivated)
Possibility of Attainment (We yearn consciously for that which
might conceivably be actually attained)
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Hierarchy of Needs
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Why is this important?
*The bottom needs must be fulfilled first before the
higher needs can be fulfilled.
Gratification can often determine:
-Psychotherapy
-Attitudes, interests, tastes, and values
-Classification of Personality
-Boredom and Interest
-Happiness, joy, contentment, elation, ecstasy
-Social Effects
-Frustration level
How does Maslow’s Hierarchy of Needs apply in your establishment?
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The Managerial Grid
“What is significant is how a
supervisor is concerned about
production and how he concerns
himself about people, and how
these concerns intertwine.”
-The Managerial Grid
Concern for People
1,9
9,9
5,5
1,1
9,1
Concern for Production
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The Grid
Leaders have 2 major concerns
1. Concern for Production: results, bottom line,
performance.
2. Concern for People: Working conditions, salary
structure, benefits.
Different factors such as the organization, the
manager’s personal history, and personal values
determine grid style.
One manager may use different styles according to
the situation. For example if an employee is not
performing a manager may become more concerned with
productivity when dealing with that employee.
What is your management style?
Concern for Production: 1
2
3
4
5
6
7
8
9
Concern for People:
2
3
4
5
6
7
8
9
1
Learn about the strengths and weaknesses of each
managerial style on the following pages.
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The 9,1 Managerial Style
Produce or Perish: The 9,1 manager is concerned about productivity
and has a very low concern for people.
Characteristics of the 9,1 management style:
• Taskmasters: Little gratitude
• Productivity: Short term increase, long term decrease
• Critique: Criticism and correction of wrongdoing
• Delegation: Planning is maintained, doing is delegated
Summary: “I drive myself and others. I investigate facts, beliefs, and
positions so that I am in control of any situation and to assure myself
that others are not making mistakes. I stand up for my opinion,
attitudes, and ideas even though it means rejecting others’ views.
When conflict arises I try to cut it off or win my position. I place high
value on making my own decisions and am rarely influenced by
theirs. I pinpoint weaknesses or failure to measure up.”
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The 1,9 Managerial Style
One Big Happy Family: The 1,9 manager is concerned about people
and has a very low concern for productivity
Characteristics of the 1,9 management style:
• Warm and understanding
• Productivity: low productivity
• Critique: Criticism is completely avoided
• Organization: Weak and unproductive, often overrun
Summary: I keep the work environment comfortable. I encourage my
employees rather than drive them. I think of myself as the big brother;
human relationships are the most important aspect of my leadership.
The group, not the individual is the key unit of this organization, with
friendliness and harmony among our members the desired
atmosphere.
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The 1,1 Managerial Style
Not My Problem: The 1,1 manager has little concern for people or
productivity. They do the minimum to keep their job.
Characteristics of the 1,9 management style:
• Apathetic and uninvolved
• Productivity: low productivity
• Critique: Mistakes are ignored, no critique is given
• Organization: Quickly overrun
Summary: I have little concern for others. I communicate messages
from my boss to my subordinates, if they don’t execute it isn’t my
problem. I pride myself on blending in, and staying out of trouble.
The less my subordinates see of me the better.
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The 5,5 Managerial Style
Balancing Act: The 5,5 seeks a realistic approach of balancing
productivity and people.
Characteristics of the 1,9 management style:
• Realistic, some prodding, some praising
• Productivity: Steady and ongoing
• Critique: Reviews strong and weak points
• Organization remains static
Summary: I care about my employees and the work they produce. I
expect that people will do their job if given a proper explanation.
There will always be a little friction between people and that is to be
expected, but I will always give the right amount of prodding and
praising for us to achieve what is expected.
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The 9,9 Managerial Style
Group Unity and Purpose: The 9,9 manager uses the skills and
intellect of the team to work toward a common purpose.
Characteristics of the 9,9 management style:
• Establish direction and commitment
• Productivity: Highest attainable level
• Critique: Educate subordinate to avoid future mistakes
• Conflict: Faced head on until and examined by all
• Organization: Sustained growth
Summary: I create a team atmosphere that utilizes the skills and
creativity of each individual to accomplish the goals of the
organization as a whole. I expect the participation of everyone
involved and my team is satisfied as they are involved and committed
to productive work. “Under these circumstances, the needs of
individuals to be engaged in meaningful interdependent effort mesh
with the organization requirements for excellent performance.”
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McGregor’s Theories on
Management
This section presents two theories, Theory X and Theory Y,
describing how people are motivated in the workplace.
Theory X assumes that people dislike work and that they
will only be motivated to do it if punishment is involved.
Theory Y, on the other hand, focuses on the idea that there
is huge potential for human growth and that it is
management’s failure to realize human potential that holds
back group collaboration in the work place.
Theory X:
The Traditional View of Direction and Control
Theory X makes the following assumptions:
Managers who subscribe to this theory use an authoritarian
style to control employees by administering rewards and
punishment based on performance.
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Theory Y:
The Integration of Individual and Organizational Goals
Theory Y makes the following assumptions:
Managers acting upon theory Y focus on the nature of
relationships rather than control. This provides opportunities
for people to grow so that they can achieve their potential and
help the company. When employees have personal needs and
goals that they are allowed to connect with and work toward
in their jobs, they are more likely to be truly motivated to help
the company be successful.
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It is important to recognize that the opposite of dissatisfaction
is not satisfaction, but simply a lack of dissatisfaction. There
are many things managers often think are motivators that
actually only keep the employees from being dissatisfied with
their jobs, rather than actually bringing satisfaction.
Items that are used to
avoid dissatisfaction are
referred to as hygiene
items.
Items which truly
motivate and encourage
employees are called
motivators.
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