1. Leadership Behavior and Motivation
Chapter 3
Leadership Behavior and Motivation

2. Learning Objectives
Understand what the behavioral approach to leadership entails
Describe the Big Ten studies (Iowa, Michigan, Ohio State)
Understand what the research has suggested about leadership style
Understand the Blake and Mouton Managerial Grid
Define motivation and understand the motivation process

3. Learning Objectives
Describe the content theories of motivation (Hierarchy of Needs, Two-Factor, Acquired Needs)
Describe the process theories of motivation (Equity, Expectancy, Goal-Setting, and Reinforcement)
Understand the criteria advisable when motivating employees using incentive compensation

4. Leadership Behavior and Leadership Style
Leadership style is the combination of traits, skills, and behaviors leaders use as they interact with followers
Relationships are good predictors of employee behavior and performance

5. University of Iowa Leadership Styles

6. University of Michigan Leadership Styles

7. The Ohio State University Leadership Model: Four Leadership Styles, Two Dimensions

8. Research on Leadership Style
There is no one best leadership style in all situations
Suggests that employees are more satisfied with a leader who is high in consideration
Many leadership functions can be carried out by someone besides the designated leader of a group

9. Blake, Mouton, and McCanse Leadership Grid
Country-club
leader
1,9
9,9
1,1
9,1
Team leader
Concern
for
People
5,5
Middle-of-the-road
leader
Impoverished
leader
Authority-compliance leader
Concern for Production

10. Behavior Theory Contributions and Applications
Led to a shift in the leadership paradigm to contingency leadership theory
Recognized that organizations need both production and people leadership
Supports the notion of co-leadership

11. Motivation and Leadership
Is anything that affects behavior in pursuing a certain outcome
An important leadership competency is the ability to motivate followers

12. The Motivation Process
Need Motive Behavior Consequence Satisfaction or Dissatisfaction
Feedback

13. Content Motivation Theories
This slide relates to XX-XX.
Content Motivation Theories
Two-Factor
Summary Overview
XXXX
Major Title
Heading.
Hierarchy of
Needs
Acquired Needs 3

14. Maslow’s Hierarchy of Needs
Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders.
Self-
Actualization Needs
Summary
Heading. Text.
Esteem Needs
Social Needs
Safety Needs
Physiological Needs

15. Herzberg’s Two-Factor Theory Motivation Model
Maintenance factors
Extrinsic motivators
Motivator factors
Intrinsic motivators

16. Acquired Needs Theory
Proposes that people are motivated by their need for:
Achievement
Power
Affiliation

17. Process Motivation Theories
Equity theory
Expectancy theory
Goal-setting theory
Reinforcement theory

18. Equity Theory
Proposes that people are motivated when their perceived inputs equal outputs

19. Expanding Equity Theory: Organizational Justice
Organizational justice reflects the extent to which employees perceive they are treated fairly at work
Procedural justice
Interactional Justice
Distributive justice

20. Motivating with Equity Theory
Understand that equity is based on perception, which may not be correct
Rewards should be equitable
High performance should be rewarded
When incentive pay is used, ensure that clear standards exist

21. Expectancy Theory Proposes that employees are motivated when:
They believe they can accomplish the task
They will get the reward
The rewards for doing so are worth the effort

22. Expectancy Theory Variables
Expectancy is a person’s perception of his or her ability to accomplish an objective
Instrumentality is the belief that successful performance will result in receiving the reward
Valence is the value a person places on the outcome or reward
Motivation =
Expectancy × Instrumentality × Valence

23. Expectancy Theory

24. Motivating with Expectancy Theory
Clearly define objectives and the required performance to achieve them
Tie performance to rewards
Be sure rewards are of value to the employee
Make sure employees believe you will do what you say you will do
Use the Pygmalion effect to increase expectations

25. Goal-Setting Theory
Proposes that specific, challenging goals motivate people
Goals give people a sense of purpose as to why they are working to accomplish a given task

26. Criteria for Objectives
Singular result
Specific
Measurable
Target date
Difficult but achievable
Participatively set
Commitment of employees

27. Reinforcement Theory
Proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways
Uses:
Behavior modification
Operant conditioning

28. Types of Reinforcement
Positive reinforcement
Encourages continued behavior via attractive consequences (rewards)
Avoidance (negative) reinforcement
Encourages desired behavior with negative consequences for undesired behavior

29. Types of Reinforcement (cont.)
Punishment
Provides undesirable consequences for undesirable behavior
Extinction
Often used with punishment to reduce or eliminate undesirable behavior
Reinforcement is withheld when undesirable behavior is performed
However, don’t ignore good performance

30. Schedules of Reinforcement
Continuous reinforcement
Each and every desired behavior is reinforced
Intermittent reinforcement
Based on passage of time or output
Passage of time is called an interval schedule
Output is called a ratio schedule

31. Intermittent Reinforcement
Fixed interval schedule
Variable interval scale
Fixed ratio scale
Variable ratio scale

32. Motivating with Reinforcement
Set clear objectives
Employees must understand what is expected
Select appropriate rewards
Must be seen as rewards
Select the appropriate reinforcement schedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees

33. Giving Praise Feedback and praise have a strong impact on performance
Can help develop a positive self-concept in employees
Can cause the Pygmalion effect
Creates a win–win situation
Takes only a little time
Costs nothing

34. Giving Praise Model STEP 1 STEP 2 STEP 3 STEP 4
Tell the employee Tell the employee Stop for a Encourage repeat
exactly what was why the behavior moment of performance.
done correctly. is important. silence.

35. Motivation and Incentive Compensation
Certain criteria are advisable:
Rewards must be linked to performance and be measurable
The rewards must satisfy individual needs
The rewards should be agreed upon by the leader and employees
The rewards must be believable
The rewards must be achievable