NVSC LtCol J. D. Fleming 16 October 2014

 Fundamental aspect of leadership is getting results through others  Leaders who have dissatisfied followers or cannot motivate followers will have difficulty building teams and getting results  The more leaders know about motivation, satisfaction, and performance, the more likely they will be successful.

 Motivation: Anything that provides direction, intensity, and persistence to behavior. ◦ Not directly observable; must be inferred from behavior.  Performance: Behaviors directed toward the organization’s mission or goals, or the products and services resulting from those behaviors. ◦ Differs from effectiveness  Job satisfaction: How much one likes a specific kind of job or work activity.  Organizational citizenship behaviors: Behaviors not directly related to one’s job that are helpful to others at work.

The best leaders may well be those who can motivate workers to perform at a high level while maintaining an equally high level of job satisfaction.

 What is my “leadership style”?  Do I change it to fit different situations and/or employees?  How do I measure if what I am doing is having the effect I want?

 Motivational theories and approaches provide leaders with a number of suggestions to get followers to engage in and persist with different behaviors  Leaders who are knowledgeable about different motivational theories are more likely to choose the right theory for a particular follower and situation.  Most performance problems are attributed to unclear expectations, skill deficits, resource/equipment shortages, or lack of motivation.

 Need  Individual Difference  Cognitive  Situational

 Needs refers to internal states of tension or arousal, or uncomfortable states of deficiency people are motivated to change. (Food, clothes, safety)  All people have basic needs and leaders can motivate followers by helping them satisfy their needs  Maslow’s Hierarchy of Needs ◦ Pyramid diagram ◦ Lower level needs must be satisfied first

 Alderfer’s Existence-Relatedness- growth (ERG) theory (Similar Maslow’s Hierarchy)  Realizes that most people attempt to satisfy more than one need at a time  Frustration Regression Hypothesis: failure to achieve a higher level need frequently causes emphasis on a lower level need  It is important for leaders to know which needs the followers need to have satisfied so that they can focus their efforts on those.

 Achievement Orientation ◦ Expectation of success/achievement ◦ Demoralized when a task cannot be completed ◦ Leaders need to set goals & provide resources  Values ◦ Align work values to worker’s personal values  Intrinsic Motivation ◦ Personal satisfaction / increased competence ◦ People will work hard if they like what they are doing

 Goal setting: Helping Followers see how a goal might be attained by following a systematic plan to achieve it ◦ Pygmalion Effect- High expectations ◦ Golem Effect- Low expectations  Expectancy theory ◦ Motivated performance is the result of conscious choice ◦ People will do what they believe will provide them the highest rewards

 Equity Theory ◦ Followers are motivated by the thought that their efforts and rewards are equivalent to others’ efforts and rewards ◦ Any perception of inequality will cause tension and the perception of unfairness  Self Efficacy ◦ Involves core beliefs about being able to successfully perform a given task ◦ Positive- people feel confident that they can accomplish ◦ Negative- self-debilitating beliefs ◦ Varies from one task to the next

 Operant Approach ( Rewards and punishments) : ◦ Clearly specify what behaviors are important ◦ Determine if those behaviors are currently being punished, rewarded, or ignored. ◦ Find what followers see as rewarding and punishing ◦ Administer both ensuring equity (Contingent when possible)  Empowerment (Delegation and Development) : ◦ Delegating responsibility from the top down ◦ Followers grow and develop from the bottom up ◦ Delegation without development = abandonment ◦ Development without delegation = micromanagement

 Address followers’ basic fundamental needs  People differ individually when it comes to what will motivate them  Individuals have different goals, expectations, and views of their own worth  Rewards, punishments, and levels of responsibility can be leveraged  Leaders must recognize and utilize all of these to make individuals and organizations successful  Table 9.1

 Affectivity ◦ A person’s tendency to react (Positive or Negative) ◦ Some people are not satisfied no matter what you do ◦ Leader affectivity has strong overall influence  Herzberg’s Two-Factor Theory ◦ No matter how hard you try to improve hygiene, job motivation/satisfaction will not increase ◦ Just adequately satisfy hygiene, maximize motivators Hygiene Factors Supervision Working conditions Co-workers Pay Policies/procedures Job security Motivators Achievement Recognition The work itself Responsibility Advancement and growth

 Organizational Justice - The overall fairness of an organization in all facets is related to job satisfaction  People who are treated fairly are more productive, satisfied, and committed to their organization.  Interactional Justice reflects the degree to which subordinates are treated with dignity and respect  Distributive justice reflects belief that punishment/reward are commensurate with action and fairly applied.  Procedural justice concerns the process in which an award or reward is administered

Questions?