1. EDU 6520 Gerald Hasselman, Ed.D

2. Leadership Traits A strong vision where the organization needs to go The Ability to communicate that vision Be persistent The ability to recognize and overcome obstacles Empower other and improve the environment

3. The KEY word--- VISION

4. Have one Create one Or live out someone else’s

5. Vision Vision is not the plan on where you what a school to go or look like BUT rather a compass that provides the direction that a leader wants their organization to go

6. Vision Must almost always begin with one person Leaders must find or develop one and then sell it to their staffs

7. Vision in Action People are driven not only by self-interest BUT also by emotion and values

8. Emotion The internal pleasure or satisfaction one receives from doing something

9. Values What people believe to be morally right

10. Core Values Where you draw the line in the sand!

11. Behind every great achievement there is a dreamer of great dreams--- Greenleaf

12. Understanding Change Leaders must understand that organizations need to be aware of the constant need to change as society changes

13. Relationship Fact The establishment of a relationship is critical—most people react to what they see in other colleagues—the accuracy of these perceptions will often determine the appropriateness of their actions—this is call “mutual leader-follower behavior”

14. Feidler’s Research Leadership wasn’t seen as good or bad but rather what was necessary to achieve success in a given situation. Fiedler identified three situational factors- 1. Quality of leaders-workers relationship 2. The leaders position power 3. The degree of task structure

15. House’s Theory Based on the leaders ability to analyze a task and choose the correct behavior to maximize a workers ability and desire to achieve the organizational goals

16. McGregor’s Theory X & Y Theory X—followers need direction and control through the exercise of authority Theory Y—followers will work voluntarily and achieve organizational goals given the correct wet of circumstances

17. Knowing what you believe about people will often explain how they see and react to YOU

18. Which style is best? Does it depend of the situation? Should we know how and when to use all of them?

19. Human Motivation Two basic types of theoretical models: PROCESS: how and why motivation generally works 1. Expectation models 2. Behaviorist models 3. Social Learning models CONTENT: what specially motivates people— Two Models-Maslow and Herzberg

20. Process Models EXPECTATION MODELS: the motivation to perform a task is a function of a person’s expectation or beliefs about effort, performance and outcomes.

21. Expectation Theory Expectation has long been used in psychology and child rearing but is also has a been the source of much research in areas of work and motivation

22. Premise # 1 “Individuals made decisions about their own behavior in organizations using their abilities to think, reason, and anticipate future events…People evaluate the expected value of outcomes or personal payoffs resulting from their actions, and then choose how to behave.”

23. Premise # 2 Individual values and attitudes interact with environmental components, such role expectations and organizational climate, to influence behavior.

24. Vroom’s Expectation Model 1.The strength or desirability of the goal 2.The perceived ability to exhibit the required behavior 3.The probability that the behavior will result in goal achievement

25. Behaviorist Models Much of the work done by Skinner and it is loosely based only on behaviors that can reliably be observed, what a person says or does. A behaviorist would question the concept of internal motivation since they couldn’t be directly observed. People are motivated by external events called reinforces. Both positive and negative,

26. Behaviorist Assumptions First, behavior is essentially determined by the environment through basic reinforcement processes…environmental stimuli, behavioral responses and outcomes. Second, human behavior is subject to certain laws. Human behavior can be modified through reinforcement.

27. Social Learning Models This model combines the features of cognitive and reinforcement to explain human behavior. It places emphasis on learning from other people.

28. Two Social Learning Models 1.Modeling- the process by which a person learns a behavior by imitating an observed model. 2.Self-control- a person learns to recognize the external limits or boundaries in the environment.

29. Content Models Content models extend the motivation from the process models by focusing on two things: 1. Common Human Needs 2. Human motivation to work

30. Maslow’s Needs Hierarchy Physiological Safety and Security Belonging-love-social activities Esteem Self-actualization

31. Motivation “ Motivation is the product of how strongly one desires something and one’s perception of the probability that certain strategies or instrumentalities are likely to fulfill those desires.”

32. Herzberg’s Theory of Motivation Herzberg proposed the opposite of satisfaction and motivation wasn’t dissatisfaction but rather simply no satisfaction. The opposite of dissatisfaction is not job satisfaction but simple the absence of dissatisfaction. Job performance is a clear indicator of satisfaction or dissatisfaction.

33. There does exist a neutral position where employees are neither satisfied or dissatisfied but rather they just perform at a minimum acceptable level to keep their jobs. The elimination of dissatisfaction doesn’t lead to satisfaction. Job satisfaction and dissatisfaction are the result of two totally different sets of factors

34. Motivation and Hygiene Factors Motivation factors-tend to influence and affect job satisfaction, motivation and performance above the acceptable level Hygiene factors-tend create affect job dissatisfaction and performance below the acceptable level

35. Herzberg’s Motivation Theory Achievement Recognition Work itself Responsibility Advancement

36. Hygiene Theory 1.Company policy 2.Supervision 3.Relationship with the boss 4.Work condition 5.Salary 6.Relationship w/ peers

37. Success follows LEADERS Not managers

38. Blake & Mouton’s Managerial Grid Concerns –Concern for production –Concern for people Defines five styles –See chart One best style –9,9 Team Manager