1. Leadership and Motivation Behavior Group 1 Danu Herlambang Fredrick Yap Joey Christian M. Nur Indrasetiawan M. Rizki Syarif

2. LEADERSHIP BEHAVIOR Based on traits and skills. Leading by example is important to managers. Leading by example takes place as followers observe the leader’s behavior. Leadership Styles The combination of traits, skills, and behaviors leaders use as they interact with followers. University of Iowa Leadership Styles Kurt Lewin and Associated Studies at the University of Iowa identified two basic leadership styles. Autocratic leadership style. Makes the decisions, tells employees what to do, and closely supervises workers. Democratic leadership style. Encourages participation in decisions, works with employees to determine what to do, and does not closely supervise employees.

3. University of Michigan leadership styles The researches identified two styles of leadership behaviour Job-centered The job centered style has scales measuring two job –oriented of goal emphasis and work facilitation. Employee centered The employee centered style has scales measuring two employee-oriented behaviors of supportive leadership and interaction facilitation.

4. Ohio State University leadership styles Initiating structure behavior, style that essentially the same as job- centered leadeship style, focuses on getting the task done. Consideration behavior, style that essentially the same as employee- centered leadership style, focuses on meeting people’s needs and developing relationships. 1.Low structure and high consideration 2.High structure and high consideration 3.Low structure and low consideration 4.High structure and low consideration

5. CONTRIBUTIONS BETWEEN THE MODELS There is research about the best leadership style. From those research we get the contributions, they are: There is no best leadership style in all situations Placing more emphasis on the human side of the organization to increases productivity Rennis Likert proposed three types of leadership behavior: job-centered behavior, employee-centered behavior, and participative leadership

6. APPLICATIONS OF THE MODELS The behavioral styles approach is easily applied to leadership by assessing our behavioral style. Through our ongoing self assessment, we can determine how we are coming across to others and how we could change our behavior to be more effective in performing our task and in developing our relations.

7. THE LEADERSHIP GRID Leadership Grid Theory Based on two leadership dimensions, which Blake and Mounton called concern for production and concern for people. The Leadership Grid identifies five leadership styles: 1,1 impoverished; 9,1 authority compliance; 1,9 country club; 5,5 middle of the road; and 9,9 team leader.

8. DESCRIPTIONS OF LEADERSHIP STYLES The impoverished leader (1,1) has low concern for both production and people The authority-compliance leader (9,1) has a high concern for production and a low concern for people The country-club leader (1,9) has a high concern for people and a low concern for production The middle-of-the-road leader (5,5) has balanced, medium concern for both production and people The team leader (9,9) has a high concern for both production and people

9. LEADERSHIP AND MAJOR MOTIVATION THEORIES Motivation is anything that affects behavior in pursuing a certain outcome Process of motivation is people go from need to motive to behavior to consequence to satisfaction or dissatisfaction Example, when we thirsty (need) and have a drive (motive) to get a drink. You get a drink (behavior) that quenches (consequences and satisfaction) your thirst.

10. CONTENT MOTIVATION THEORIES Abraham Maslow, developed hierarchy of need theory. Based on four major assumptions : 1.Only unmet needs motivate 2.People’s needs are arranged in order of hierarchy going from basic to complex needs. 3.People will not be motivated to satisfy a higher-level need unless the lower- level needs has been at least minimally satisfied. 4.People have five classifications of needs

11. TWO-FACTOR THEORY Fredrick Herzberg combined lower-level needs into one classification (hygiene or maintenance). And higher-level needs into one classification (motivators). Maintenance-Extrinsic Factors - Motivation comes from outside the person and the job itself. Include pay, job security, working conditions, fringe benefits, and relationships. Motivators-Intrinsic Factors Motivations comes from within the person through the work itself. Include achievement, recognition, challenge, and advancement.

13. ACQUIRED NEEDS THEORY Proposes : people are motivated by their need for achievement, power, and affiliation in varying degrees. e.g in motivating employees with a need In Achievement : give them nonroutine, challenging tasks with a clear objectives. In Power : let them control thair jobs as much as possible. In Affiliation : be sure to let them work as part of a team.

14. PROCESS MOTIVATION THEORIES Focus on understanding how people choose behavior to fulfill their needs. Why people have different needs Why their needs change How and why people choose to try to satisfy needs in different ways The mental processes people go through as they understand situation and How they evaluate their needs satisfaction There are three process of motivation theories : equity theories, expectancy theories and goal setting theory.

15. equity theories, expectancy theories and goal setting theory. Equity theories proposes that people are motivated when their perceived inputs equal outputs. Expectancy theories proposes that people are motivated when they believe they can accomplish the tas, they will get the rewards and that rewards are worth the effort doing the task. Victor Vrooms’s theory of Motivation = Expectancy : to the person’s perception of his or her ability to accomplish an objective. X Instrumentality : refers to belief that the performance will result in getting the reward. X Valance : refers to the value of the outcome or rewards. Goal setting theory : propose that specific, difficult goals motivate people.

16. GOAL SETTING THEORY Objectives 1.Singular result 2.Specific 3.Measurable 4.Target date. Additional  Difficult but achievable  Participatively set.  Commitment.

17. REINFORCEMENT THEORY Proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways TYPES OF REINFORCEMENT Positive Reinforcement Avoidance Reinforcement Punishment Extinction