1. Human Behavior and the Art of Persuasion
Chapter 12
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2. 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.
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3. 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.
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4. Human Behavior Lee Iacocca’s formula for success:
Effective leaders focus on three “Ps”
people, products, and profit
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5. 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
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6. 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
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7. 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
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8. 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
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9. Level I: Survival Needs
Concerned with:
Physical and economic survival
Comfort and avoiding physical irritations
Physical needs may dominate the behavior of the person
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10. Level I: Survival Needs
Organizations can meet these needs by providing:
Sufficient pay
Safe working conditions
Safe equipment, tools, and materials
Supportive physical environment
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11. Level II: Security Needs
People at this level feel the need for security and predictability
Concerned with protective benefits and stability
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12. 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
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13. Level III: Belonging Needs
Work is valued as an opportunity to:
Establish human relationships
Interact with people and create friendships
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14. 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
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15. 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
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16. 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
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17. 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
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18. Level V: Fulfillment Needs
Organizations can meet these needs by:
Discussing organization values and goals
Providing personal growth opportunities
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19. 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
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20. 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
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21. 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
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22. 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
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23. 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
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24. 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
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25. 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
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26. 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
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27. 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
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28. Emotional Intelligence
Emotional intelligence (EI)
The essential and indispensable requirement for effective leadership
Leadership success depends on understanding and dealing with people

29. 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

30. 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
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31. 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
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32. 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

33. 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

34. 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”

35. 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

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

37. 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

38. 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

39. 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

40. Styles of Conflict
Figure 12-4