Behavior and Motivation LEAD

7/31/2019 Behavior and Motivation LEAD

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Iowa State University

Leadership Styles

Autocratic...........................Democratic

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The University of

MichiganOne-Dimensional TwoLeadership Styles Model

Job Centered........Employee Centered

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The Ohio State & University of MichiganTwo-Dimensional Leadership Styles

Ohio State UniversityHigh

Low Structure High Structure

and and

High Consideration High Consideration

Low Structure High Structure

and and

Low Consideration Low Consideration

Low

Initiating StructureLow High

OCONS

I

D

E

R

A

T

I

O

N

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Although there is no onebest leadership stylein all situations,

employees aremore satisfied

with a leader who ishigh inconsideration.

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Blake, Mouton, and McCanse LeadershipGrid

CONCE

RN-PEOPLE

1 CONCERN for PRODUCTION 9

Low High

Low

High

1,9Country Club

1,1 9,1

9,9

5,5

Impoverished

Team Leader

Middle of the Road

Authority-Compliance

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Major Motivation Theories

Classification of MotivationTheories

1. Content Motivation theories

2. Process Motivation Theories

3. Reinforcement Theory

Specific Motivation Theory

a. Hierarchy of needs theoryb. Two-factor theoryc. Acquired needs theory

a. Equity theoryb. Goal-setting theoryc. Expectancy theory

Type of Reinforcementa. Positiveb. Avoidancec. Extinctiond. Punishment

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The Motivation Process

Need Motive Behavior Consequence Satisfaction or Dissatisfaction

Feedback

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Hierarchy ofNeeds

Two-Factor

AcquiredNeeds

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ContentMotivation

Theories

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Self-Actualization

Esteem

Social

Safety

Physiological

Hierarchy of Needs Theory

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Herzbergs 2-factor

Motivation ModelHigh LowMaintenance Factors(Extrinsic Motivators: pay, benefits, jobsecurity, working conditions, policies)

Not Dissatisfied Dissatisfied

Motivator Factors

(Intrinsic Motivators: work itself, recognition,

achievement, growth, responsibility)

Satisfied

(motivated)

Not satisfied

(not motivated)


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Acquired Needs Theory(employees are motivated by their need for:)

Affiliation Power Achievement

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Process Theories Seek ToUnderstand:

Why peoples needs change,

How and why people choose to tryand satisfy those needs in differentways,

The mental processes people gothrough, and

How they evaluate their satisfaction.


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Equity Theory

=Others input

(contributions)

Others outcomes

(rewards)

Our inputs(contributions)

=Our outcomes

(rewards)

(proposed that employees are motivated whentheir perceived inputs equal outputs.)

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Expectancy Theory

Proposes thatemployees are

motivated whenthey believe theycan accomplish thetask and therewards for doingso are worth theeffort.

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Expectancy Theory

Motivation =

expectancy x instrumentality x valence

Expectancy - belief about ability to do the task

Instrumentality - the belief a reward will be

forthcoming

Valence - the value the individual places on the

reward


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Leaders can use

Expectancy Theory1) By using clearly defined objectives,

2) By tying performance to rewards,

3) Assuring rewards are valued,

4) Employees believe what you say, and

5) Setting high expectations as a self-

fulfilling prophecy.


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Goal Setting

Effective Goals =

Initiative + Action verb + Singular, specific,

measurable result + Target date


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You Get WhatYou

Reinforce


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Types of Reinforcement1) Positive Reinforcement - offer rewards for

desired behavior

2) Avoidance Reinforcement (negative) - rulesdesigned to get employees to avoid behaviors.

3) Extinction - reduce undesirable behavior by

withholding reinforcement when behavior occurs.

4) Punishment - undesirable consequence for

undesirable behavior.

Behavior and Motivation LEAD

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