1. Leadership Behavior and Motivation
Chapter 3
Leadership Behavior
and Motivation
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

2. Summary of Lecture # 5 University of Iowa leadership styles
University of Michigan University leadership models
Ohio State University leadership model and the leadership grid
Three content motivation theories
Process, and reinforcement theories

3. Learning Outcomes
Understanding Motivation
Motivation Theories
Four types of reinforcement
Content, process, and reinforcement theories

4. Relationship between Motivation and Performance
Motivation: Giving people incentives that cause them to act in desired ways.
The objective of motivating employees is to lead them to perform in ways that meet the goals of the department and the organization.
Because supervisors are largely evaluated on the basis of how well their group as a whole performs, motivation is an important skill for supervisors to acquire.

5. Herzberg’s Two-Factor Theory of Motivation
A managers poor handling of hygiene (maintenance factors) is the primary cause of unhappiness on the job.
Motivation factors are the primary cause of job satisfaction.
The presence of maintenance factors will not increase satisfaction.
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

6. Herzberg’s Two-Factor Theory of Motivation
Motivator Factors
Intrinsic (esteem and self actualization needs, growth needs, work itself, recognition, increased responsibility, growth, advancement)
Satisfied or not satisfied
Maintenance (Hygiene) Factors
Extrinsic (physiological, safety, and social needs, existence and relatedness needs, pay, benefits, job security, working condition, company policy
Dissatisfied or not dissatisfied
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

7. Quality of technical supervision
Maintenance Factors
Salary
Job Security
Working Conditions
Status
Company Policies
Quality of technical supervision
Interpersonal relationships among peers and supervisors
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

8. Motivational Factors Achievement Recognition Responsibility
Advancement
The work itself
Possibility of Growth
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

9. IS MONEY MOTIVATOR?
Some supervisors and other managers assume that the main thing employees want out of a job is money.
While money can be a motivator, it is not the only motivator, and for some people it is not the most important motivator.
For money to motivate, it must meet employee needs, and employees must believe they are able to achieve the financial rewards the organization offers.
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

10. Process Motivation Theories
Focus on how people choose behavior to fulfill their needs
1: Equity Theory
2: Expectancy Theory
3: Goal Setting Theory
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

11. propose that employees are motivated when their perceived
Equity Theory
propose that employees are motivated when their perceived
inputs equal outputs
Our inputs (contributions) =
Others’ input (contributions)
Others’ outcomes (rewards)
Our outcomes (rewards) =
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

12. Expectancy Theory
“Proposes that employees are motivated when they believe
they can accomplish the task and the rewards
for doing so are worth the effort”
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

13. Proposes that specific, difficult and challenging
Goal-setting Theory
Proposes that specific, difficult and challenging
goals motivate people
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

14. SMART How Does a Leader Set Meaningful
Goals & Objectives to Motivate Subordinates?
SMART
DIFFICULT BUT ACHIEVABLE
SET IN CONSULTATION
COMMITMENT OF EMPLOYEES
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

15. Process Motivation Theories
1: Equity Theory
People compare their inputs (efforts, experience, status, intelligence) with others (outputs 9prasie, recognition, pay, benefits, promotions etc
conclusion=under warded, over rewarded, equitably rewarded
Using Equity theory: equity is based on perception, rewards should be equitable, high performance be rewarded but understand what level of input needed to attain output, clarify exact requirements to achieve incentives
2:Expectancy Theory
Based on Victor Vroom’s formula
motivation= expectancy (percpetion of ability to accomplish task or objective) *instrumentality (performance will be rewarded) * valence (value places on outcome and reward0
Assumption: Internal (needs) and external (environment) factors affect human behavior,
people take behavior decision based on perception of outcome (promotion or recognition)
3: Goal Setting Theory
Consult=Set=Support=Review=Feedback
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

16. Reinforcement Theory Also known as behavior modification
Based on studies of B.F. Skinner
Major topic of study in Psychology
Depends on reinforcement
Positive (encourage continued behavior)
Avoidance (negative reinforcement)
Extinction
Punishment
Reinforcement can be
Continuous
Intermittent (fixed interval schedule, fixed ration schedule, variable ratio schedule)
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

17. You get what you reinforce, not always what you reward!
Reinforcement Theory
Stimulus (legal speed limit)
Responding behavior (speed)
Consequences of behavior (fine to discourage repeat performance or behavior)
You get what you reinforce, not always what you reward!
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

18. Reinforcement Theory Set clear objectives
Employees must understand what is expected
Use appropriate rewards
Must be seen as rewards
Use the appropriate reinforcement schedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

19. Praise Model It is an effective and inexpensive motivational tool
Step 1
Tell the employees exactly
what was done correctly
Step 2
Tell the employees why the
Behavior is important
Step 3
Stop for a moment of silence
Step 4
Encourage
repeat performance
It is an effective and inexpensive
motivational tool
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

20. Which Motivation Theory is the “Correct” Model?
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

21. Which Motivation Theory is best
All of them
None of them
None works in all environments, in all
situations, or for all people
Leader must be flexible
Knowledge of all theories will help in
determining the correct way to motivate in a
given situation
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

22. Motivation Process with the Motivation Theories
Need
(unmet need or want to be
Satisfied at work)
Content Motivation Theories
2. Motive
(selecting behavior to
satisfy need)
Process Motivation Theories
3. Behavior
(employee action to satisfy need)
4. Consequence
(manger behavior or natural
outcome of employee action
Reinforcement theory
5. Satisfaction of dissatisfaction
Degree and how long need is met
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

23. Which leadership style do workers think is best?
No one is best in all circumstances and situations but generally followers like consideration style
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

24. Men’s and Women’s Leadership Styles
In general, women fall back on a democratic leadership style
Encourage participation
Share power and information
Attempt to enhance followers’ self-worth
Prefer to lead through inclusion
Men feel more comfortable with a directive command-and-control style
Rely on formal authority
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

25. Discussion Question Question 1: What is your motivation theory?
Question 2: What major methods, techniques, and so
on, do you plan to use on the job as a manager to
increase motivation and performance?
Question 3: What is difference between content and
process motivation theories?
©Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

26. Summary
Understanding Motivation
Motivation Theories
Four types of reinforcement
Content, process, and reinforcement theories