Leadership and Leadership and MotivationMotivation

Val W. Finnell, MD, MPH

Col, USAF, MC

Objectives

• Define leadership• Discuss major leadership theories• Compare and contrast leadership styles• Outline major theories of motivation• Describe motivational processes• Discuss perceptions, values, attitudes that affect

motivation• Discuss supervisor’s role in reducing conflict• Understand generational attitudes

Definition of Leadership

• A process by which people are imaginatively directed, guided, and influenced in choosing and attaining goals

• A process by which one person influences others to do something voluntarily rather than out of fear or coercion.

• Not equivalent to management.

E.F. Hutton

``When E.F. Hutton talks, people listen.''

Leadership Theories

• Early Genetic Theory

• Trait, or Attribute, Theory

• Contingency Approach

• Follower Factor

Early Genetic Theory

• Leadership ability apart from official position

• Certain people are born leaders

• “Great man” theory of leadership• Emerged from within same prominent families

• Class barriers made it impossible for others to enter ranks of leadership

Trait (Attribute) Theory

• 1920s and 1930s• Early genetic theory modified• Leadership ability could be acquired through

experience, education, and training• Many attributes listed but could not say which was

most essential• Did not differentiate characteristics needed for

acquiring leadership from those needed to maintain it

Contingency Approach

• Fiedler (1967); Vroom and Yetton (1973)

• Situational factors make it easier for certain persons to acquire positions of leadership

• Leadership behavior varies with situation• Interdependence between leadership style and

demands of the situation (more later)

• No one best way for managers to lead

Follower Factor

• Incorporates the input by groups and followers

• It is the follower who perceives the leader and the situation and accepts or rejects leadership

• Satisfaction of the followers’ needs is an important aspect

Leadership Roles

• The ideal leader performs both of these roles:• Task Oriented• Emotive

Leadership Roles

• Task Oriented• Role used by a leader to organize and influence

the group to achieve specific objectives• Objectives may be imposed from above in

formal organizations• May arise spontaneously from the group in

more informal organizations

Leadership Roles

• Emotive• Employee centered• Helps members of group gain satisfaction of

needs while preparing the way for task performance

Leadership Styles

• Autocratic (Theory X)

• Democratic (Theory Y)

• Quality-trust (Theory Z)

• Free-rein (laissez-faire)

• Situational (all, some, or none of above)

Autocratic (Theory X)The trains will run on time!

The trains will run on time!

Source: Wikipedia

Autocratic (Theory X)

• Average person dislikes work and will avoid it

• Most people have to be forced or threatened by punishment to do a job

• Average individual is passive and prefers to be directed

Democratic (Theory Y)

Source: Walt Disney

Democratic (Theory Y)

• Work is natural to people

• Self-motivation and inherent satisfaction happens when individual is committed to organizational goals

• Commitment is a function of rewards

• Individual learns to accept and seek responsibility

Democratic (Theory Y)

• Ability to be creative and innovative in the solution is widely distributed in organization

• Intellectual potential of employees is only partially utilized

Quality-Trust (Theory Z)

Source: www.strategy-business.com

Quality-Trust (Theory Z)

• Influenced by Japanese practices in industry

• Fosters a trust relationship between workers and supervisors that results in high-quality output because fear of reprisal is absent

• Emphasis on teamwork dominates the workplace

Quality-Trust (Theory Z)Japan

• Lifetime employment• Slow evaluation and

promotion paths• Nonspecialized careers• Consensual decision

making• Collective responsibility• Informal controls• Holistic concern toward

firm

United States• Short-term employment• Rapid evaluation and

promotions• Specialized careers• Individual decision

making• Severe disciplinary

actions for errors• Explicit controls

Free-Rein (Laissez-faire)

Source: Wikipedia

Columbus did not seek a new route to the Indies in response to a majority directive.

Columbus did not seek a new route to the Indies in response to a majority directive.

Free-Rein (Laissez-faire)

• People left alone to do their jobs

• Manager is a consultant to help out if necessary

• Individuals have authority to devise their own solutions

• Self-directed approach

Situational

Source: www.azahar2.files.wordpress.com

Situational (Choice)

• Each of the previous four styles has a place in the practice of management

• Leadership style must be adapted to the specific situation

• Leaders/managers should be able to use any of the previous four techniques in the appropriate situation

Theories of Motivation

• Content theory• Focuses on the question of what factor or set of factors

moves, energizes, and starts the behavior of individuals• Also called need theory• Maslow, Alderfer, Herzberg, McClelland

• Process theory• How and why people pick a behavior to accomplish a

goal• Vroom and BF Skinner

Content (Need) Theory

Desires are inexhaustible, I vow to end them.

-- One of the four Bodhisattva vows

Source: www.mccullagh.org

Maslow’s Hierarchy

Source: http://two.not2.org/psychosynthesis/articles/maslow.gif

Alderfer’s ERG Model

• Existence – Needs that are material or psychological desires

• Relatedness – Needs involving relationships with others

• Growth – Encourages a person to be productive and creative. Opportunities for personal development

Herzberg’s Two-Factor Model

• Hygiene factors – Five factors that are environmental• When unacceptable they are noticed. When

working well, not noticed.• Company policy, supervision, interpersonal

relations, working conditions, salary

• Motivation factors – More important• Achievement, recognition, work itself,

responsibility, and advancement.

McClelland’s Achievement Theory

• Three needs:• Need for achievement (n Ach)

• Personal challenge and accomplishment

• Need for affiliation (n Aff)• Human companionship, support, and reassurance

• Need for power (n Pow)• Need to influence others and to lead and control

them

Process Theory

Source: http://iws2.ccccd.edu/lipscomb/16_week_course/images/Skinner_Box.jpg

Vroom’s Expectancy Model

• People act in a certain manner because they anticipate that the behavior will achieve the outcome or goal desired

• Degree of effort based on belief that the probability of obtaining goal reach and a reward received (equity consideration)

• Three steps:• Assess probability of completing assignment• Evaluate probability of reward• Do the job and hope one gets what is expected

B.F. Skinner - Reinforcement

• It is the reward that reinforces certain behaviors on the part of the employee• Reinforcers can be positive or negative• Punishment discourages behavior

• To get people to behave in a certain way, you must reward them every time.

• Rewards can be symbolic, monetary, or related to prestige.

Perceptions, Values, Attitudes

The Great Way is not difficult for those who do not pick an choose.

When preferences are cast aside the Way stands clear and undisguised.

But even slight distinctions made set earth and heaven far apart

If you would clearly see the truth, discard opinions pro and con.

To founder in dislike and like is nothing but the mind’s disease…

Affirming Faith in Mind. Hsin Hsin Ming.

Perceptions, Values, Attitudes

• All human behavior motivated by needs that spring from causes deep within the person

• These along with other motives, attitudes, and behaviors form the personality

• Managers and leaders must understand how perceptions, values, and attitudes influence people in the workplace.

Perceptions

• Perception used to screen, select, organize, and interpret stimuli

• Not unbiased, but from the individual’s perspective (needs, desires, values, disposition, and frame of reference)

• Certain stimuli are selected, others screened out. People see what they want to see.

Values

• Different from attitudes, values are broader and more encompassing

• Values are closely held normative standards and are frequently defined as ideas about how everyone should feel or behave

• Values help shape an individual’s attitudes

Attitudes

• Predisposition to respond in a favorable or unfavorable way to objects, persons, concepts, or whatever. (Mitchell 1982)

• Likes and dislikes

• Revealed in two ways:• Individual’s expressed statements• Behavior

Conflict

• Conflict generally arises from situations leading to blocked satisfaction, frustration, and anxiety

• Solved in five basic ways:• Problem solving behavior (best)• Resignation (give up while on the job)

• Detour behavior (self-induced illness)• Retreat (leaving the field)• Aggression (can be passive-aggressive)

Generational Considerations

Source: http://tektrekgamer.files.wordpress.com/2007/04/strekgens.jpg

Generational Considerations

Name Period Values Man. style

Silenters 1925-1945 Family values; head of household works, company loyalty

X

Baby boomers 1946-1964 50% divorce, career advancement, small families

X/Y

Generation X 1965-1980 Volunteer work, later life marriages, achievement obsessed

Y

Generation Y 1981-2000 Better family life, conservation, ecology, career driven, fast track

Y/Z

References

• Dunn, Rose T. Haimann’s Healthcare Management. 8th ed. Chicago: Health Administration Press. 2007.