Leadership & Motivation

416 Dr. Kostelis

Objectives

Examine leadership with managerial function

Planning, organizing, leading, & controlling

Examine theoretical foundation

Motivation & Leadership theories

Practical application

Q&A

Write in your notes 5 attributes of a good leader.

Well compare to later answers

Leadership Matters, Character Matters

Influence others toward goal and achievement of those goals Process where an individual influences others to do what s/he wants them to A leader is a person who has the ability to get other people to do what they dont want to do and like it - Harry Truman

A leader is best when people barely know he exists Not so good when people obey and acclaim him Worse when they despise him But of a good leader who talks little when this work is done his aim fulfilled they will say: WE DID IT OURSELVES
- Lao-tse (c. 565 B.C.)

Why do people follow? Why do people lead? Why are some people successful and why are some unsuccessful?

Psychological contract (Schein, 1970) and

have expectations of things in return Influenced by how view authority and past experiences

What does it take to be a leader?

Trust your subordinates you cant expect them to go all out for you if they think you dont believe in them Develop a vision people want to follow someone who knows where he or she is going Keep your cool the best leaders show their mettle under fire Encourage risk nothing demoralizes the troops like knowing the slightest failure could jeopardize their entire career Be an expert from boardroom to mailroom, everyone had better understand that you know what youre talking about Invite dissent your people arent giving you their best if they are afraid to speak up Simplify you need to see the big picture in order to set a course, communicate it, and maintain it Kenneth Labich article in Fortune

What does it take to be a leader?

Learn from others Expertise Create trust Patience, Persistence, Focus, and Passion Communication Compassion and respect

10 Commandments of Leadership
1.

2.
3. 4. 5.

6.
7. 8. 9. 10.

Treat everyone with respect and dignity Set the example for others to follow Be active Maintain the highest standards of honesty and dignity Insist on excellence and hold your people accountable Build group cohesiveness and pride Show confidence in your people Maintain a strong sense of urgency Be available and visible to your staff Develop yourself to your highest potential

Leadership is broader than managerial functions

Managing and leading Manager and leader Management and leadership

Management
Getting things done with and through people Goal attainment, organizing, and monitoring performance

Management versus Leadership

Are managers leaders?
Leaders manage Managers lead

*Yet not synonymous

Management and Leadership

Two distinctive and complementary systems Ideal world, theyre balanced, integrated

One person is both

*A good leader needs to manage, but not always the case, sometimes more necessary than others

MANAGERS Plan, coordinate Evaluate and supervise Negotiate, budget Reality check, sets time limits, copes with complexity

Bring order and consistency Planning complement to direction

LEADERS Facilitate interpersonal interaction Charisma Innovate, inspire Vision, communicate it Ability to change things, set direction, look at larger picture, align people, look at competition and do better and different, willing to listen and learn, sensitive to concerns Gains trust, empowers, enable others to reach potential

MANAGERS

Administers Is a copy Maintains Accepts reality Focuses on system & structure Relies on control Has short-range view Asks how and when Has eye on bottom Imitates Accepts status quo Does things right

LEADERS Innovates Is an original Develops Investigates it Focuses on people Inspires trust Has a long-range plan Asks what and why Has eye on horizon Originates Challenges it Does the right thing

Motivation Theories
Part of leadership process by which someone gets another to do what s/he wants to do For this it helps to know what motivates people

Motivation understanding the construct is closely

linked to leadership Motivation is traced back to the 1930s (Murray) Simple terms has to do with ones willingness to do something Relates to need satisfaction and behavior is goal oriented.

Maslows Hierarchy of Needs

Abraham Maslow
Brandeis professor in the 50-60s, died in 70s Ahead of his time Worked with company in DelMar, CA (Non-

Linear Systems) in 1960s and noticed workers were most productive at end of the line due to fact produced a sense of accomplishment He coined Enlightened Management to describe work conditions, leading to self actualization or achievement of ones potential (trust, teamwork, recognition)

Maslows Hierarchy of Needs

Abraham Maslow
He found teams made better workers and better

workers made better teams

Creativity flowed from ambiguity Knowledge breads knowledge

Used term Synergy to describe self-reinforcing

process and wrote:

The more influence and power you give to someone else in the team situation, the more you have for yourself

Business was not a chain of links or a chain of

cause and effect, but rather a web in which every part is related to every other part Urged pursuit of continued improvement

Maslows Hierarchy of Needs

People are motivated on the basis of five classes of needs ordered in hierarchy of power or force

Once lower order needs are satisfied externally, other levels become more important and then motivate and dominant behavior
Higher order are satisfied internally

Expectancy Model

The strength of a tendency to act in a certain way depends of the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome (Nader & Lawler)
Attractiveness importance an individual places on

the potential outcome or reward than can be achieved on the job Performance reward linkage degree to which the individual believes that performance at a particular level will lead to the attainment of a desired outcome Effort performance linkage the perceived probability by the individual that exerting a given amount of effort will lead to performance

Expectancy Model

The strength of a persons motivation to perform (effort) depends on how strongly s/he believes that s/he can achieve what is attempted And if s/he works to achieve the goal (performance), will s/he be adequately rewarded and will that reward satisfy the goals?

Expectancy Model
Maximize pleasure and minimize pain Drives are influenced by outcome of actions Based on subjective assessment of likelihood of certain outcomes perceived outcome is the expectancy

David McClelland
Examined leadership motives and identified three needs Need for AFFILIATION

Desire to be liked and accepted Stay in good terms with people

Need for ACHIEVEMENT

Desire to be challenged, enjoy risk taking Competitive, thrive in moderate to difficult goals Willing to assume responsibility Seeks feedback

Need for POWER

Self-serving power Institutionally minded power

Additional Theories
Equity Approach belief individual has in equity or fairness of rewards and punishments in determining performance and satisfaction Goal-Setting Theory cognitive approach that focuses on process of setting goals Reinforcement Theory stimulus, response, consequences, future response

Behavior Modification

Leadership Theories
Leadership behavioral process of directing and influencing someone toward a set of goals Power ability to exert influence, that is to change the attitudes or behavior of individuals or groups Nature of Leadership A person can be an effective manager, good planner and a fair, organized administrator, but lack the motivational skills of a leader. Others can be effective manager, skilled at inspiring enthusiasm and devotion, but lack the managerial skills to channel the energy they arouse in others.

Leadership Theories
Trait Approach Behavioral Approach

Leadership Functions Leadership Styles

Contingency (Situational) Approaches

Hersey and Blanchard Fiedler Model

Path-Goal

Future of Leadership Theory

Transformational or Charismatic

Trait Theory
Tries to identify what qualities a leader possesses Trait predisposition to act in a certain way

Over time it is a relatively permanent feature of

behavior, thus behavior is relatively consistent and predictable Underlying assumption LEADERS ARE BORN

Two approaches
Compare traits who emerged as leaders with

those who did not emerge Compare traits of effective leaders with ineffective leaders

Behavioral Theory
Trait research was unsuccessful, thus tried to isolate behavior characteristics of effective leaders What effective leaders WERE and what they DID Behavior can be learned, thus if supported we could train people to be leaders and teach leadership Several studies were done to examine leader behavior and focused on two aspects of Leadership behavior

Leadership Functions: task-related activities that must

be performed by leader to perform effectively Leadership Styles: various patterns of behavior favored by leaders during process of directing and influencing

(High)

Leadership Styles
- Ohio State

Consideration

Low Structure And High Consideration

High Structure And High Consideration

Democratic

Low Structure And Low Consideration

Laissez-Faire

High Structure And Low Consideration

Authoritarian

(Low)

(Low)

Initiating Structure

(High)

Situational Leadership Theory

Basically cant change our style, thus better to match leader and situation Leader-member relations (good-poor)

Degree of confidence, respect, trust workers have for leader

Task structure (structured-unstructured) Degree to which jobs are procedurized

Position-power (strong-weak) Degree of influence a leader has over promoting, hiring, and disciplinary

Situational Leadership Theory

Hersey & Blanchard (1980s)

Move through Four Phases, correlated to life cycle Varies depending on maturity of followers Desire for achievement (capacity of setting high, attainable goals) Willingness to accept responsibility Task-related ability and experience As maturity levels increase, leader lessens task,

increases relationship Then as maturity proceeds, decrease task and relationship behavior

Future of Leadership Theory

Transformational or Charismatic Leadership

Leaders who, through their personal vision and

energy, inspire followers and have a major impact on their organizations

Seeks change, proactive Innovative, creative

Leaders who determine what followers need to do

to achieve objectives, classify those requirements, and help followers become confident they can reach their objectives

Inspire others to do more than expected Raise level to self-actualization Empower others