MASLOW’S LEADERS

Looking into your Worker’s Hierarchy of Needs

Presented by: Jairo McMican

North Carolina Central University

Dedication

This Presentation is dedicated to Dr. Bruce Moore who

continually pushes me to excel.

Topics to be covered

Would your subordinates elect you to your present position?

Leadership Models and TheoryThe Three Pyramids

What your constituents needWhat your constituents want

The Boys Club Experiment

Laissez-Fair, Democratic, DictatorIf you knew someone was coming around to check up on you, how would you behave? Conventional wisdom holds that as soon as they spot the boss coming people put on their best behavior. Wrong. They may put on different behavior, but it’s not their best.

Leader-Member Exchange Theory

In groups-Similar to the Leader.Given more…Additional Responsibilities

Out Groups-Managed by Formal Rules and PoliciesFeeling Left Out

6

Blake and Moutons Leadership Grid

Low-----

Concern for

People---High

9 1,9 Country Club Management

9,9 Team Management

8

7

6 5,5 Middle of the Road Management5

4

3 1,1 Impoverished Management

9,1 Authority-Compliance Management

2

1

2 3 4 5 6 7 8 9

Low---Concern for Production---High

Other Theories

Hierarchy vs. Web of InclusionBaseball, Football, BasketballTheory X vs. Theory Y

8

Situational Leadership Theory by Hersey and Blanchard

Relationship Behavior vs. Task BehaviorTelling, Selling, Participating, DelegatingFollower Readiness-R1-Unable and unwilling-R2-Unable but willing or confident-R3-Able but unwilling or insecure-R4-Able and willing or confident

Teaching Organizations

Teach

Sell

Tell

Command

Command, Tell, Sell, Teach

Command and Control-Leaders give mandates and directives to followers

Tell-Leaders instruct the followers on their teachable point of view; followers are expected to adopt this. Action is based on this common point of view

Sell-Leaders provide their teachable point of view; they persuade followers that this is correct.

Teach-Leaders instruct others to develop their own teachable point of view and how to develop others. Mutual learning takes place and becomes the source for confident action.

Maslow’s Hierarchy of Needs Pyramid

Self-Actualization Needs

Esteem Needs

Belongingness and Love Needs

Safety Needs

Physiological Needs

Worker’s Hierarchy of Needs Pyramid

Purpose and

Meaning

Esteem and Recognition

Loved and Accepted

Knowledge of Organization & Leader

Resources

Resources

Tools and InformationHistory

Work Environment

Knowledge of Organization & Leader

Honesty, Fair, Forward Looking, KnowledgeableKouzes & Posner Two Laws of Leadership

People don’t care how much you know until they know how much you care.DWYSYWD

RulesIncremental vs. Quantum Goals

Windows and MirrorsTransformational vs. TransactionalValues

If you don’t know where you want to go, it doesn’t matter how you get there. ~Lewis Carroll

17

Impact of Clarity on Commitment

Clarity of

Organizational Values

High 4.87 6.26

Low 4.90 6.12

Low High

Clarity of Personal Values

How are workers rewarded

If you create a transparent organization, it will be difficult for others to delve into lies. If your rewards and promotions are based on this principle those who go against it will lose any credibility that they have.

Rituals and Ceremonies

To Be Loved and AcceptedOpenly criticizing subordinates is a counterproductive

activity since they will not want to perform for a critic.

I vs. WePeer PressureBill Russell said, “The most important measure of how

good of a game I played was how much better I made my teammates play.”

InterdependenceServant LeadershipLove vs. FearGive away power-Turner said, “I’ve learned that…when

you push power away, you have more…because it empowers everyone else.”

More Love

The Tyranny of “or”Oliver Wendell Holmes said, “People do not quit

playing because they grow old, they grow old because they quit playing.”

Managers who create distrustful environments often take self-protective postures. They’re directive and hold tight to the reins of power. Those who work for such managers are likely to pass the distrust on by withholding and distorting information.

Esteem and Recognition

Keeping secrets sends the message that a follower is not good enough to know certain things. When an organization keeps secrets, your followers will mentally check out because they feel unwanted.

Researchers working with Neural Networks have found that when people feel rebuffed or left out, the brain activates a site for registering physical pain.

Temporizing ResponseGood Morale leads to success, and success leads to better

morale.Prisoners of your Organizational Vocabulary“Compensation is a right, recognition is a gift”However you decide to share recognition make sure you are

specific

More Esteem and Recognition

Just giving information without taking any is just as degrading. If you are told to take care of your own area, this can sting your pride as a worker. Let the higher ups worry about the company as a whole. This attitude is sends the message that your ideas are not good enough.There is nothing more disempowering than to be held responsible for something you did not help create.“There are no unimportant jobs, just people who feel unimportant doing their jobs.” ReassigningAllow Mistakes

Purpose and Meaning

If you work toward a truly heroic goal, your achievements will outlive you. You will be able to look back on your life and know that you made a lasting contribution that, without you, would not exist.

“While working at what they enjoy and believe in, they will place more stringent demands on themselves than any authority figure could.”

Future and Identity Stories

More Purpose and Meaning

If a leader can produce positive experiences that warrant a connection to the values of an organization, the followers won’t have to be told what to do. “Owners cater to the organization’s mission, vision, and values; non-owners cater to the boss. Owners focus on the business results of their actions, no matter who is watching; non-owners focus on how they’re perceived by the chain of command.” The Metaphor for war is the strongest tool to get

people to rally. We are under attack from outside forces.

In ConclusionSelf-Actualization Needs

Esteem

Needs

Belongingness

and Love Needs

Safety Needs

Physiological Needs

Purpose and Meaning

Esteem and Recognition

Loved and Accepted

Knowledge of Organization & Leader

Resources

Teach

Sell

Tell

Command

Sources

Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations. San Francisco: Jossey-Bass.

Freiberg, K., & Frieberg, J. (2004). Guts! New York: Double Day.Gardner, J. W. (1990). On Leadership. New York: The Free Press.Grint, K., Nelson, D., & Bratton, J. (2008). The Art and Science

of Leadership. Mason: Cengage Learning.Kouzes, J. M., & Posner, B. Z. (2007). The Leadership

Challenge, 4th Edition. San Fransisco: Jossey-Bass.Myers, D. G. (1996). Exploring Psychology. New York: Worth

Publishers.Sanborn, M. (2004). The Fred Factor. New York: Double Day.Tichy, N. M., & Cohen, E. (2007). The Leadership Engine. New

York: HarperCollins Publishers.

Thank You For Listening

For any comments are suggestions please contact me:

Jairo McMican jmcmican@nccu.edu