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Motivation Concepts,[object Object],What is your motivation to work?,[object Object],Is everyone’s motivation the same?,[object Object]
A brief history of work place psychology…,[object Object],Abraham Maslow: The Hierarchy of Needs (1954),[object Object],Fredrick Herzberg: Motivation/Hygiene Theory (1959),[object Object],Douglas McGregor: Theory X and Theory Y (1960),[object Object],Clayton Alderfer: ERG Theory (1969),[object Object],David McClelland: Acquired Needs Theory (1961),[object Object],J. Stacy Adams: Equity Theory (1963),[object Object],Victor Vroom: Expectancy Theory (1964,[object Object],B.F. Skinner: Operant Conditioning (1957),[object Object]
Hierarchy of Needs,[object Object]
Needs examples,[object Object],Physiological Needs,[object Object],An employee who needs a job, any job just to pay rent and buy groceries,[object Object],Safety Needs,[object Object],An employee who has food and shelter and is looking for more, a safe work environment which will not cause physical or emotional harm,[object Object],Esteem Needs,[object Object],An employee who has his/her physical, and safety needs met and wants a job where he/she is recognized for a job well done,[object Object],Self-Actualization Needs,[object Object],An employee who is self driven and can meet career goals he/she has set for him/herself,[object Object]
Two-Factor Theory,[object Object],“What makes people happy is what they do or the way they’re utilized, and what makes people unhappy is the way they’re treated.”,[object Object],(“An interview with Fredrick Herzberg: Managers or Animal Trainers?” 1971),[object Object],Example:  Adding internet research responsibilities which provides learning opportunities to a receptionist performing at a substandard level can result in improved performance of all duties if the poor performance is related to boredom with repetitive tasks.  ,[object Object]
Theory X vs. Theory Y,[object Object],Theory X managers believe that employees are:,[object Object],lazy and uninterested in work,[object Object],Need constant direction,[object Object],Unwilling to take responsibility,[object Object],Only interested in job security,[object Object],Theory X managers are generally autocratic and utilize a “top-down” management style,[object Object]
Theory X vs. Theory Y,[object Object],Theory Y managers believe that:,[object Object],Given the opportunity people will seek out challenging work,[object Object],People will take on additional work if the work is satisfactory,[object Object],Theory Y managers will:,[object Object],Invite participation in the decision-making process from subordinates.,[object Object]
ERG Theory,[object Object],Named for the Three Levels of Needs:,[object Object],Existence,[object Object],Relatedness,[object Object],Growth,[object Object],Clayton Alderfer built upon Abraham Maslow’s Hierarchy of Needs ,[object Object],Allows simultaneous levels of needs and movement between the levels,[object Object]
ERG Theory,[object Object]
ERG Theory,[object Object],Existence: Physiological and Safety Needs,[object Object],Relatedness: Social needs and the esteem we find from others,[object Object],Growth: Self-esteem and self Actualization Concepts,[object Object],People can work on more than one level at once and fall backwards in frustration of the difficulty of the higher levels,[object Object]
Acquired Needs Theory,[object Object],Life Experience motivates people to achieve in one of three areas,[object Object],Achievement ,[object Object],Affiliation,[object Object],Power,[object Object]
Acquired Needs Theory,[object Object],Achievement : people motivated by achievement,[object Object],Take moderate risks,[object Object],Require Frequent Feedback,[object Object],Are solo-workers or work with those interest in achieving the same level,[object Object],Affiliation: people motivated by affiliation,[object Object],Seek acceptance within the work group,[object Object],Require regular interaction with co-workers,[object Object],Power: Personal or Institutional,[object Object],People seeking institutional power usually make good managers, coordinating work groups to achieve organizational goals ,[object Object]
Equity Theory,[object Object],People are constantly measuring what they put into work against what they get from it,[object Object],If their perception is that it is a fair trade, they are motivated to continue contributing at the same level,[object Object],When they perceive that there is an imbalance: They are putting in more than they are getting out, they become demotivated and uninterested in their work, decreasing productivity and quality.,[object Object]
Expectancy Theory,[object Object],Motivated by potential Reward,[object Object],Individuals calculate the level of effort required to receive a particular reward to determine whether the reward is worth the effort,[object Object],Expectancy,[object Object],Does the individual believe in their ability to successfully complete the assignment,[object Object],Instrumentality,[object Object],“What’s in it for me?” Will the effort justify the reward?,[object Object],Valence,[object Object],The answer to the above question: “Do I think it is worth the effort?”,[object Object]
Operant Conditioning,[object Object],Based on Behavior Modification,[object Object],Behavior can be changed based on the use of four intervention strategies,[object Object],Positive Reinforcement,[object Object],Negative Reinforcement,[object Object],Punishment,[object Object],Extinction,[object Object]
Operant Conditioning,[object Object],Positive Reinforcement,[object Object],Encourages continuation of the behavior by providing a pleasant response when the behavior occurs,[object Object],Negative Reinforcement,[object Object],Encourages continuation of the behavior by removing an unpleasant response to a behavior,[object Object],Punishment,[object Object],Discourages future occurrences of the behavior by providing an unpleasant response when the behavior occurs,[object Object],Extinction,[object Object],Discourages future occurrences of the behavior by ceasing to reinforce it.,[object Object]
Motivation Concepts,[object Object],Everyone has a different motivation to work.,[object Object],These concepts are based on psychological studies and not every theory works in every situation.,[object Object],It is our jobs as leaders to understand what are potential motivators of our employees and adapt as best we can to suit their needs and the needs of all the stakeholders whenever possible. ,[object Object],What is your motivation to Work?,[object Object]
Leadership Concepts,[object Object],Are you ,[object Object],Born a leader ,[object Object],or are you ,[object Object],Made a leader?,[object Object]
Leadership Concepts,[object Object],Are leaders born or made?,[object Object],Thomas Carlyle suggested the “great man” theory, that is, that leaders are born with innate qualities or traits that set them apart from other “mere men”,[object Object],Researchers since have found that there is not one set of traits that makes someone a leader,[object Object],Traits that are found in leaders are also found in followers,[object Object],Trait theories did not show leaders were successful in different situations using very different methods,[object Object],As the limitations of early explanations for leadership development became clear, researchers turned to other areas for investigation,[object Object]
Leadership Concepts,[object Object],Areas that researched turned to in order to explain what makes a good leader,[object Object],Behavioral Theories,[object Object],Situational Theories,[object Object],Contingency Theories,[object Object]
Behavioral Theories,[object Object],1940 saw a shift in belief towards that which supported the idea that Leadership could be taught.,[object Object],Anyone could become a leader with the right information,[object Object],Not based on personality traits,[object Object],Based on what the leader did to make people follow them,[object Object],Two aspects of behavior became apparent in the research,[object Object]
Behavior Theory,[object Object],Two Aspects of Behavior,[object Object],Behavior focused on the structural elements of the job,[object Object],Establishing rules and guidelines for employees,[object Object],Behavior that considered the needs of the employees,[object Object],Standing up for employees,[object Object],Explaining decisions,[object Object],There were leadership characteristics that were not explained by behavioral theories,[object Object],How or why one behavioral aspect worked in one situation but not another,[object Object]
Situational Theories,[object Object],Seeks to explain leadership effectiveness in different situations,[object Object],Elements that are considered ,[object Object],How the leaders and followers interact,[object Object],How the work is structured,[object Object],There are three main situational theories,[object Object],Blake-Mouton managerial grid, 1968,[object Object],Path-goal theory, 1971,[object Object],Hersey-Blanchard theory, 1977,[object Object]
Blake-Mouton Managerial grid,[object Object],Considers two aspects,[object Object],Concern for people,[object Object],Concern for production,[object Object],Uses 9 levels to measure each aspect,[object Object],Leaders on the lowest (1,1)  level show no concern for people or production,[object Object],Leaders on the highest extreme show maximum concern for both people and production,[object Object],Leaders scoring (9,9) are the most effective leaders,[object Object]
Path-goal Theory,[object Object],Proposes that a leader can impact the behavior of a group by establishing goals and providing direction on reaching those goals,[object Object],Four leadership styles may be used to accomplish this,[object Object],Directive,[object Object],Supportive,[object Object],Participative,[object Object],Achievement,[object Object]
Path-goal Theory,[object Object],Directive,[object Object],Specifics what is to be done,[object Object],Supportive,[object Object],Leader provides encouragement for the group members,[object Object],Participative,[object Object],Leader involves the group in decision making process,[object Object],Achievement,[object Object],Leader establishes a difficult goal and encourages the group to accomplish it,[object Object]
Hersey-Blanchard Theory,[object Object],Describe leadership in terms of maturity level of the followers,[object Object],Two types of maturity,[object Object],Psychological maturity (motivation),[object Object],Job task maturity (level of experience),[object Object],This model provides four styles of leadership appropriate in different circumstances,[object Object],Telling,[object Object],Selling,[object Object],Participating,[object Object],Delegating,[object Object]
Hersey-Blanchard Theory,[object Object],Telling,[object Object],With an immature team member base the leader must be direct in providing guidance and defining roles,[object Object],Selling,[object Object],With some experience, leader is directing in a more general sense; Encouraging motivated followers with lack of experience,[object Object],Participating,[object Object],Followers may lack necessary motivation and require support and encouragement to act on their own,[object Object],Delegation,[object Object],Followers have the maturity to accomplish their tasks, leader identifies the goal and the followers are accountable to produce the results,[object Object]
Contingency Theories,[object Object],Begins with an assessment of leader’s style,[object Object],Uses the “least preferred co-worker” scale,[object Object],Indentify the co-worker (past or present) with whom you had the most difficulty working and rate this person on a scale of 1 to 8 on a series of measures such as level of cooperation and friendliness,[object Object],The result is know as the Least Preferred Co-worker (LPC) ,[object Object],A high score indicates the leaders has a greater concern for people than tasks,[object Object],A low score indicates a greater concern for tasks,[object Object],LPC score could predict the situation in which the leader would have a better chance of success ,[object Object]
Contingency Theory,[object Object],Describes situations in terms of three aspects,[object Object],Leader-member relations,[object Object],Relationship between the leaders and members of the group are the key factor in determining the level of influence the leader will have within the group,[object Object],Task Structure,[object Object],Jobs that are highly structured provide a leader with greater influence than those that require little structure,[object Object],Position Power,[object Object],Situations in which the leader has the discretion to assign tasks or to reward or punish members of the group provide the leader with a greater chance of success,[object Object]

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