Leadership & Leadership & MotivationMotivation

AGED 3153AGED 3153

You need to be aware of what others are doing, applaud their efforts, acknowledge their successes, and encourage them in their pursuits. When we all help one another, everybody wins.

~ Jim Stovall~ Jim Stovall

OverviewOverview

Motivation Defined Need for motivation Motivation Theories How to improve or inspire

motivation in group members.

MotivationMotivation

Internal state or condition (needs, desires, wants)

Serves to activate or energize behavior and give it direction

The willingness to exert high levels of effort to reach entire group goals, conditioned by goal’s ability to satisfy some individual need.

Why people do what they Why people do what they dodo

People are motivated by:People are motivated by:

Lack of motivation usually means that your behavior does not meet my expectations.

Value judgment

Growing up parents instilled/taught you what to value.

Hard work, freedom, family, self-reliance, etc.

We learn to want things

Past rewards: sleep, recognition, money, office with window

Sources of MotivationSources of Motivation

Outside the person Increase extrinsic

motivation by: Providing clear

expectations Providing valuable

rewards Giving constructive

feedback

Internal to the

person Increase intrinsic

motivation by: Sparking curiosity Providing games Setting goals

Why do we need Why do we need motivated followers?motivated followers?

Survival More productive

Motivation TheoriesMotivation Theories Maslow McGregor Hawthorne Herzberg McClellan Skinner Equity Vroom

Where did motivation Where did motivation theory originate?theory originate? Abraham MaslowAbraham Maslow

Hierarchy of needs 5 sets of needs

Physiological Safety Love Esteem Self-actualization

When one set of needs is met, the next set emerges.

Maslow’s Maslow’s Hierarchy Hierarchy of Needsof Needs

McClelland’s McClelland’s TrichotomyTrichotomy

Motivation can be divided into 3 Motivation can be divided into 3 needs:needs: Need for power Need for achievement Need for affiliation

Independent motivations

Need for powerNeed for power Want to see their environment move

in a certain direction, due to their involvement

Strongly influence others to comply with their ideas

Seek positions of influence and prestige Leadership seekers

Need for achievementNeed for achievement Carefully calculate how their actions

will affect the outcome of a situation

Strive to achieve goals on the first try

Prefer the enjoyment of solving a difficult or challenging problem over monetary or physical rewards

Need for affiliationNeed for affiliation Desire to socially interact with others

Avoid being rejected or isolated, even if doing so goes against personal values

Managers with high need for affiliation may undermine their objectivity in order to remain liked

Equity Theory Equity Theory (Adam) (Adam) Assumes social comparison of

employees to their peers is the most important factor for motivation.

Why people perceive something as fair or unfair Implication is to not appear to have

favorites

Expectancy theoryExpectancy theory ((Vroom) )

Extension of contingency approach Employee effort will lead to

performance Performance leads to rewards

positive reward – highly motivated employee

negative reward – less motivated employee

Classical conditioningClassical conditioning

PavlovPavlov Not widely used in business Explains the nature and power of

advertising described the learning of conditioned described the learning of conditioned

behavior as being formed by pairing behavior as being formed by pairing stimuli to to condition an animal into an animal into giving a certain response giving a certain response

Behavioral modificationBehavioral modification

SkinnerSkinner Desired or undesired behaviors Desired or undesired behaviors

existexist Apply consequence to increase Apply consequence to increase

frequency of desired and decrease frequency of desired and decrease frequency of undesiredfrequency of undesired

ModelingModeling

Humans learn much from Humans learn much from watching/ observing otherswatching/ observing others

““Monkey see, monkey do.”Monkey see, monkey do.”

Evaluating motivation within Evaluating motivation within an organizationan organization

Enthusiasm comes from motivation Comes from within the member Leader can create setting that will

spark member’s motivation Must examine

Member Organization Leader

Identify needs Person joins to gain something Needs drive motivation

What theory have we already studied that discusses needs?

Understanding needs of members will provide clues

Take an objective look Evaluate procedures or practices

Example: meetings Are your meetings interesting? Small changes can make things more

exciting

Examine leadership style and attitude Does the leadership style encourage

motivation? Does the leader have a good attitude?

Suggestions for motivating Suggestions for motivating followersfollowers

Involve members in goal setting

Look at the task Provide worthwhile

tasks Evaluate risks involved Vary tasks Use job descriptions to

recruit members Recognize contributors

Be flexible Have a positive

attitude Know the members Treat them equally Respect individual

abilities Know names Find balance between

friend/leader

SummarySummary MotivationMotivation

Inner force driving individuals to accomplish personal/ organizational goals

Two formsTwo forms Intrinsic Extrinsic

People are motivated by:People are motivated by: Expectations History Learning

SummarySummary

Leader can create setting that will spark member’s motivation Must examine

Member Organization Leader