Human Behavior and the Art of Persuasion Chapter 12 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Learning Objectives After studying Part Six, you will be able to: Understand why people do what they do. Tap the transformational power of human motivation. Assess your level of emotional intelligence. Know the power of words when spoken from the heart. © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Learning Objectives (cont.) Diagnose strengths and weaknesses in the art of persuasion. Know why diversity is an important subject for leadership effectiveness. Understand gender, age, and cultural diversity. Describe what the leader can do to achieve the benefits of diversity and avoid the pitfalls of prejudice. © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Human Behavior Lee Iacocca’s formula for success: Effective leaders focus on three “Ps” people, products, and profit © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Psychological Forces Abraham Maslow outlined five categories of human needs: Basic needs for survival and security Social needs for belonging and respect Complex need for fulfillment © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Characteristics of Self-Actualization Maslow principles for developing one’s potential: Experience life fully, in the present Make choices that will enhance growth Be honest with yourself and others Accomplish goals in line with your values Commit yourself to concerns and causes outside yourself © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Motivation in the Workplace Effective leaders: Motivate people to accomplish tasks Understand the needs of others and arrange conditions so that the needs can be met The spirit of the individual is awakened © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Motivation in the Workplace Words of appreciation create renewed energy and job commitment 90 to 95% of employees leave their jobs because they don’t believe they are recognized Most people believe they could give 15-20% more effort at work, and no one would realize it They also believe they could give 15-20% less, with the same result © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level I: Survival Needs Concerned with: Physical and economic survival Comfort and avoiding physical irritations Physical needs may dominate the behavior of the person © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level I: Survival Needs Organizations can meet these needs by providing: Sufficient pay Safe working conditions Safe equipment, tools, and materials Supportive physical environment © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level II: Security Needs People at this level feel the need for security and predictability Concerned with protective benefits and stability © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level II: Security Needs Organizations can meet these needs by providing: Proper tools, equipment, and materials Job aids Economic protection Job security Confidence in management © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level III: Belonging Needs Work is valued as an opportunity to: Establish human relationships Interact with people and create friendships © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level III: Belonging Needs Organizations can meet these needs by providing: Communication sessions Celebrations Expressions of consideration Job participation vehicles Communication outlets Open-door policy © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level IV: Respect Needs This level reflects a need for recognition and the respect of others Satisfaction is related to the nature of the work and aspects of the job Individuals are interested in self-image or reputation © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level IV: Respect Needs Organizations can meet these needs by providing: Individual incentives Public acclaim Opportunities to improve job status Tangible rewards Day-to-day recognition and praise © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level V: Fulfillment Needs At this level, the concern is to fulfill personal values and experience growth Nature of work is critical for satisfying fulfillment needs Creative and constructive energy is channeled into the work activity © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Level V: Fulfillment Needs Organizations can meet these needs by: Discussing organization values and goals Providing personal growth opportunities © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Why People Do What They Do A satisfied need is not a motivator People are motivated by: What they don’t have or have done without A need that is not fully satisfied © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Why People Do What They Do Employee motivation and company success are related Seven practices successful companies share: Employment security Selective hiring of personnel Empowered teams and decentralization High compensation Extensive training Reduced status distinctions and barriers Sharing of information © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Why People Do What They Do Psychological needs and social values are not the same Psychological needs explain human motivation Social values are the ethics concern © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Why People Do What They Do The same act can satisfy any motivation levels All people have the same needs, but to different degrees, and accompanied by different wants What it takes and how much vary by person © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Why People Do What They Do A person can be deficiency-motivated, bringing harm to self or others It is possible to have a fixation so strong it can lead to destructive behavior A healthy person is ready to satisfy other needs © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Why People Do What They Do Unsatisfied needs can harm your health, as surely as if you were physically stricken A motivation condition can develop Leadership is important in meeting employee needs and preventing motivation problems What a leader does will vary with the circumstances © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Why People Do What They Do The ideal is to integrate the needs of individuals with the goals of the organization The needs of the individual can be satisfied, while advancing the goals of the organization © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Employee Engagement Engagement involves both job satisfaction and organizational commitment Engaged employees show high levels of energy and persistence, striving as hard as they can to do good work The challenge facing leaders is to tap the performance potential of all employees © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Keys of Engagement Keep people connected through stories and images Create pictures together that liberate the imagination Gain employee trust through competence and integrity Empower people to own business problems © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Emotional Intelligence Emotional intelligence (EI) The essential and indispensable requirement for effective leadership Leadership success depends on understanding and dealing with people

Most Successful Leaders Balance emotional intelligence with a people-oriented style Willing to make decisions Do not duck problems Purposeful, warm, and understanding Democratic and show respect to all Appreciative, trustful, and gentle The successful leader is caring, understands people, and deals with them effectively

Dimensions of Emotional Intelligence Self-awareness ability to recognize and understand the meaning of one’s own emotions Self-management ability to regulate one’s own emotions, keeping harmful impulses in check © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Dimensions of Emotional Intelligence Social-awareness ability to understand another person’s emotions and know his or her needs, even though unstated Relationship management ability to gain cooperation and inspire others, as well as manage potentially dysfunctional emotions such as anger and fear © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

The Art of Persuasion Successful leaders have mastered the are of persuasion: An understanding of people The effective use of words The ability to manage conflict

An Understanding of People Vocabulary, clarity, and eloquence can be used to persuade others to take action “Of the people, by the people, and for the people”—Abraham Lincoln “The only thing we have to fear is fear itself” —Franklin Roosevelt “As not what your country can do for you. Ask what you can do for your country”—John F. Kennedy

An Understanding of People A leader’s words can be a determining factor in times of crisis Winston Churchill, bracing Britons for war: “We shall not flag or fail. We shall go on to the end. We shall fight in the seas and oceans, we shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender”

An Understanding of People Leaders today are unlikely to face the magnitude of challenges that Winston Churchill did They are still required to communicate their ideas and inspire others They must be convincing in conveying information and effective in generating emotion

An Understanding of People Two principles required for credibility and trust: Speak the truth Speak from the heart

An Understanding of People Leaders should: Forget personal ego Concentrate on the audience Consider what is important to them Address interests honestly, directly, and to the point

The Ability to Manage Conflict Recognize that conflict is natural View conflict as an opportunity Settle conflicts reasonably and fairly, considering everyone’s needs Sometimes agree to disagree If people want to resolve a conflict, it helps to reframe the issue

The Ability to Manage Conflict Cooperativeness the desire to satisfy another’s needs and concerns Assertiveness the desire to satisfy one’s needs and concerns

Styles of Conflict Figure 12-4