©2007 the mcgraw-hill companies, inc., all rights reserved achievement motivation achievers work...

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Achievement Motivation

Achievers work hard when…

• They will receive personal credit for effort• The risk of failure is only moderate• They receive feedback about past performance

Characteristics of Achievers

• Take responsibility for actions and results• Control their destiny• Seek regular feedback• Enjoy winning • Achievement oriented


Affiliation Motivation

People with affiliation motives…

• Work better when complimented for favorable attitudes and cooperation

• Surround themselves with likable people• Have trouble assigning challenging tasks,

directing activities, monitoring effectiveness• May have trouble getting things done

Achievement-oriented people…

• Select assistants who are technically capable• Have little regard for personal feelings


Power Motivation

A drive to influence people, take control, and change situations

• Constructive or destructive• Institutional or personal

Managerial Application of the Drives

• Observe employee behavior to determine how they will respond

• Identify strongest motivational drive


Human Needs

Key conclusions about secondary needs:

• Strongly conditioned by experience• Vary in type and intensity• Subject to change across time• Work in combination and influence each other• Often hidden from conscious recognition• Vague feelings, not specific physical needs• Influence behavior in powerful ways


Maslow’s Hierarchy of Needs

Physiological

Safety and Security

Belonging and Social

Esteem and Status

Self-Actualization


Herzberg’s Two-Factor Model

Effects of Maintenance and Motivational Factors


Alderfer’s E-R-G Model

Existence Needs

• Physiological and security factors

Relatedness Needs

• Being understood and accepted

Growth Needs

• Desire for self-esteem and self-actualization


Four Consequences of OB Mod


Alternative Consequences

Positive Reinforcement

Shaping

Negative Reinforcement

Punishment

Extinction


Goal Setting

Motivates because it creates a discrepancy between current and expected performance

• Self-efficacy affects goal setting


Elements of Goal Setting

Goal Acceptance

Specificity

Challenge

Performance Monitoring

Feedback


The Expectancy Model

Valence × Expectancy × Instrumentality = Motivation

Valence = reward preferenceExpectancy = belief that effort will complete taskInstrumentality = reward probability


Valence, Expectancy, Instrumentality


Key Factors in Equity Assessment


The Nature of Leadership

The Ultimate Test of Leadership

• The degree to which it identifies, develops, channels, and enriches the potential in an organization and its people

Leadership Approaches

• Descriptive—ways in which the actions of leaders differ

• Analytical—examining situations and selecting a style which best fits it


Management and Leadership

Primary Role of a Leader

• Influencing others to voluntarily seek defined objectives

Secondary Roles

• Plan activities• Organize appropriate structures• Control resources


Traits of Effective Leaders

Most Important Traits• High personal drive• Desire to lead• Personal integrity• Self-confidence

Secondary Traits• Analytical ability• Business knowledge• Charisma and creativity• Flexibility and personal warmth

Leadership traits do not guarantee

successful leadership


Traits of Effective Leaders

Leaders with Narcissism

• Are filled with their own importance• Exaggerate their own achievements• Seek special favors• Exploit others for personal gain• Are overconfident are power-seeking• Desperately want to feed their own egos• Disregard the rights others• Dismiss the importance of empathy• Fail to appreciate the feelings of subordinates


Leadership Behavior

Successful leadership depends more on appropriate behavior, skills, than on traits

• Traits provide potential• Behaviors release and express those traits

Broad types of leadership skills:

• Technical• Human• Conceptual


Situational Flexibility

Three elements to consider…

• Leader• Followers• Situation

Leadership is more than mere activity…

• Aggressiveness and constant interaction with others does not guarantee good leadership

• Recognize different situations and adapt to them on a conscious basis


Followership

Leaders nearly always report to someone else• Leaders need validation from superiors as much

as they need support from followers

Followership Behaviors• Not competing with the leader for the limelight• Being loyal and supportive, a team player• Not being a “yes person”• Acting as a devil’s advocate• Constructively confronting the leader’s ideas,

values, and actions• Anticipating and preventing potential problems


Positive and Negative Leaders

Positive Leadership

• Emphasizes rewards• Custodial, supportive, collegial and system

models• Motivation of modern employees is more

dependent on this style

Negative Leadership

• Uses threats, fear, harshness, and penalties• Autocratic

Most managers use a mix of both


Styles and the Use of Power

Autocratic leaders centralize power and decision making in themselves

Consultative leaders ask for employee input before making a decision

Participative leaders decentralize authority; they use employee inputs and participation


Blake and Mouton’s Managerial Grid


Fiedler’s Contingency Model

Highly Unstructured Situations

• Leader’s structure and control may be preferred

Highly Routine Situations

• If leader has good relations with employees, a task orientation may be seen as supportive (clearing the path)

Situations In-Between

• Requires better leader-member relations, so a more considerate leader is effective


Path-Goal Model of Leadership


Path-Goal Model of Leadership

Employee Characteristics

• Locus of control• Willingness to accept the influence of others• Self-perceived task ability


Substitutes and Enhancers for Leadership

Leadership Roles

• Can create dependency on leaders • Can stifle the growth and autonomy of workers• Leaders may lack the traits, knowledge, and

skills needed to fulfill the roles• Neutralizers may intervene

Neutralizers

• Physical distance• Rigid reward systems• A practice of bypassing the managers



Substitutes for Leadership

• Peer appraisal/feedback• Gain-sharing reward systems• Staff available for problems• Jobs redesigned for more feedback• Methods for resolving interpersonal conflict• Team building to solve work-related problems• Intrinsic satisfaction from the work itself• Cohesive work groups• Employee needs for independence



Leadership Enhancers

• Superordinate goals• Increased group status• Increased leader status and reward power• Leader as central source of information• Increased subordinates’ view of leader’s

expertise, influence, and image• Use of crises to demonstrate leader’s capabilities


Self-Leadership and Superleadership

Self-Leadership

• Performing naturally motivating tasks• Doing work that is required but not rewarding• Requires behavior skills of self-observation,

self-set goals, management of cues, self-reward, rehearsal of activities, and self-criticism

• Involves mental activities of building natural rewards into tasks, focusing on natural rewards, and establishing effective thought patterns


Self-Leadership and Superleadership

Superleadership begins with a set of positive beliefs about workers

• Practicing and modeling self-leadership • Communicating positive self-expectations to

employees• Rewarding progress toward self-leadership• Making self-leadership part of the unit’s desired

culture


Coaching

Coach is a rapidly-emerging metaphor for leader

• Coaches are cheerleaders and facilitators• They recognize the occasional need to be tough

and demanding• Focuses on enhanced performance supported by

high expectations and timely feedback


Coaching

Areas in which most managers need coaching:

• Improving interaction style• Dealing more effectively with change• Developing listening and speaking skills

Prerequisites to Successful Coaching

• Willingness to change• Capability to change• Opportunity to practice new behaviors

©2007 the mcgraw-hill companies, inc., all rights reserved achievement motivation achievers work...

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