Leadership Motivation

Chapter 10

Leadership & Organizational Change

©2004 Pearson Education, Inc. Upper Saddle River, New Jersey 07458

Foodservice Organizations, 5th editionSpears & Gregoire

Motivation

Motivation inner force that activates or moves a person

toward achievement of a goal.

Needs →Drives or motivates →Achievement of goals



Motivation

Physical needs innate or primary needs (food, water,

shelter).Psychological needs

acquired needs, those we learn in response to culture or environment (esteem, affection, power).



Motivation

Positive goal desirable & the object of directed behavior.

Negative goal undesirable & behavior is directed away

from it.Both needs & goals are interdependent.Needs & goals are constantly changing.



Motivation & Work Performance

Individuals who are blocked in attempts to satisfy their needs may exhibit: Withdrawal Aggression Substitution Compensation Revert or regress Repression Projection Rationalization



Theories of Motivation

Maslow’s Need Hierarchy TheoryMcClelland’s Achievement-Power-

Affiliation TheoryHerzberg’s Two-factor TheoryExpectancy TheoryReinforcement Theory



Maslow’s Need Hierarchy Theory

People are motivated by their desire to satisfy specific needs: Physiological – needs of the body to sustain life. Safety – protection of individuals from physical or

psychological harm. Social – needs for love, affection, belonging. Esteem – feelings of self-respect & self-worth. Self-actualization – desire to fulfill one’s potential.

Prepotent need – a need that is dominant over all others.



Maslow’s Need Hierarchy Theory



McClelland’s Achievement-Power-Affiliation Theory

All people have a need: to achieve for power for affiliation

Achievement – desire to do something better or more efficiently than it was done before.

Power – a concern for influencing people. Affiliation – desire to be liked by others & to

establish or maintain friendly relationships.



Herzberg’s Two-Factor Theory

Motivators Factors for job satisfaction Related to content of the job

AchievementRecognitionResponsibilityAdvancementThe work itselfPotential for growth



Herzberg’s Two-Factor Theory

Increase in Motivators can be used to increase job satisfaction

Absence of Maintenance or Hygiene factors will cause job dissatisfaction

Increase in Maintenance or Hygiene factors will not increase job satisfaction



Expectancy Theory

Explains behavior in terms of an individual’s goals, choices, & expectations of achieving these goals.

Assumes people can: Determine the outcomes they prefer. Make realistic estimates of their chances.

People are motivated to work: If they believe their efforts will be rewarded. If they value the rewards that are offered (valence).



Reinforcement Theory

Associated with work by SkinnerAlso called operant conditioning or

behavior modification.Consequences of past actions influence

future actions in a cyclical learning process.

Reinforced behavior will be repeated; behavior that is not reinforced is less likely to be repeated.



Job Satisfaction

An individual’s feelings & beliefs about their job.

Components of job satisfaction:PersonalityValuesWork situationSocial influence



Job Satisfaction

Organizational Citizenship Behaviors (OCB) Positive, voluntary, behaviors that enhance

organizational efficiency. Affective Organizational Commitment

commitment to an organization because one is happy to be working for the organization, believes in the organization, & wants to do what is best for the organization.

Continuous Organizational Commitment commitment to an organization only because the

cost of leaving is too great.



Leadership

Process of influencing activities of an individual or group toward achieving organizational goals.

Effective leader can influence people to strive willingly for group objectives.



Traditional Power Structure

Power means by which a leader influences the

behaviors of followers.Position power

derived from position in an organization.Personal power

comes from personal attributes & expertise.



Bases of Power

Legitimate comes from formal position in organization

Reward comes from leader’s ability to reward others

Coercive comes from leader’s authority to punish those who

do not comply Expert

held by leaders who are viewed as being competent in their job



Bases of Power

Referent based on identification of followers with a leader

Information based on leader’s possession of or access to

information that others perceive as valuable.

Connection based on the leader’s connections with influential or

important persons.



Evolving Power Structure

Title & rank will be less important factors in success.

More important will be knowledge, skills, and sensitivity to mobilize people and motivate them to do their best.



Philosophies of Human Nature

McGregor’s Theory X & Theory Y Theory X

Work distasteful to peoplePeople are not ambitiousPeople have little capacity for creativityMost people must be closely controlledPeople must be coerced to achieve

objectives




McGregor’s Theory X & Theory Y Theory Y

Work is natural as playPeople are self motivated Creativity is common among peopleMotivation at esteem and self actualization

levels




Argyris’s Immaturity-Maturity Theory

Immaturity Maturity

Passive Increased activity

Dependence Independence

Behave in few ways Behave in many ways

Shallow interests Deep, strong interests

Short time perspective Long time perspective

Lack of self control Control over self



Leadership Effectiveness

Effective leaders influence others.Formal leaders – formal authority to

exert influence on others.Informal leaders – may have no formal

job authority, yet may exert considerable influence because of special skills or talents.



Trait Concepts in Leadership

Characteristics for effective leaders: Character Charisma Commitment Communication Competence Courage Discernment Focus Generosity Initiative Listening

Passion Positive attitude Problem solving Relationships Responsibility Security Self-discipline Servanthood Teachability Vision



Trait Concepts in Leadership

Strongest leadership relationship traits: IntelligenceTask-relevant knowledgeDominanceSelf-confidenceEnergy/activity levelTolerance for stress Integrity & honestyEmotional maturity



Basic Leadership Styles

Basic styles:Autocratic – makes most decisions.Laissez-faire – allows the group to make the

decisions.Democratic – guides & encourages the

group to make decisions.Different leadership styles are effective

in different situations.



University of Michigan Leadership Studies

Designed to characterize leadership effectiveness.

Major concepts of leadership:Employee orientation – emphasis on the

human relations part of their job.Product orientation – emphasis on

performance & the more technical characteristics of work.




High-production supervisor traits:Receive general rather than close

supervision from their superiorsSpend more time in supervisionGive general rather than close supervision

of their employeesAre employee oriented rather than

production oriented.




Management styles: Exploitive autocratic – employees motivated by

fear, threats, & punishment. Benevolent autocratic - employees make certain

minor decisions, & upward communication is generally ignored.

Consultative – information flows up & down, but all major decisions come from the top.

Participative - operates on the basis of trust & responsibility.



Ohio State Leadership Studies

Dimensions of leadership behavior: Consideration – behavior that:

Expresses friendship Develops mutual trust & respect Develops strong interpersonal relationships with

subordinates

Initiating structure – behavior that defines work & establishes well-defined communication patterns & clear relationships between the leader & subordinate.



Ohio State Leadership Studies



Leadership Grid



Situational & Contingency Approaches

Emphasizes leadership skills, behavior, & roles dependent on the situation.

Behavior of effective leaders in one setting may be substantially different from that in another.



Leadership Continuum

Forces affecting appropriate leadership:Forces in the managerForces in subordinates or nonmanagersForces in the situation

Forces differ in strength & interaction in different situations.

Manager employs a variety of approaches, which are dependent on the forces operating in a particular situation.



Leadership Continuum

Encourages participative approaches to decision making.

Benefits of participative styles:Raise employees’ motivational level Increase willingness to change Improve quality of decisionsDevelop teamwork & moraleFurther the individual development of

employees



Contingency Approach

Major situational variables: Leader-member relations – personal relations with

member of the group. Task structure- degree of structure in the task

assigned to the group. Position power – authority & power a leader’s

position provides.

Favorableness of a situation – degree to which the situation enables the leader to exert influence over the group.



Leader Effectiveness Model

Task behavior – the extent to which the leader engages in spelling out the duties & responsibilities of an individual or group.

Relationship behavior – the extent to which the leader engages in two-way or multi-way communication.

Readiness – desire for achievement based on: Challenging but attainable goals Willingness & ability to accept responsibility Education or experience & skills relevant to a

particular task



Path-Goal Leadership Model

Focuses on the leader’s effect on the subordinate’s motivation to perform.

Assumes that individuals react rationally in pursuing certain goals because those goals ultimately result in highly valued payoffs to the individual.




Types of leadership behavior: Directive – provides guidelines, setting definite

performance standards, & controlling behavior to ensure adherence to rules.

Supportive – being friendly & showing concern for subordinates’ well-being & needs.

Achievement oriented – setting challenging goals & seeking to improve performance.

Participative – sharing information, consulting with employees, & emphasizing group decision making.




Situational factors:Locus of control – tendency of people to rely

on internal or external sources.Characteristics of the work environment –

structure & complexity of the task.



Transformational Leadership

Inspires followers to become motivated to work toward organizational rather than personal gain.

Occurs when followers:Trust the leaderPerform behaviors that contribute to the

achievement of organizational goalsPerform at a high level



Transactional Leadership

Focuses on clarifying roles and responsibilities

Uses rewards and punishment to achieve goals



Transformational Leadership



Emerging Leadership Competencies

Emotional intelligence extent to which a person is in tune with their

own feelings & the feelings of others.Social intelligence

ability to determine the requirements for leadership in a particular situation & select the appropriate response.

Metacognition ability to learn & adapt to change.



Implications of Leadership Theories

Successful leaders have either:Analyzed situational factors & adapted their

leadership style to them.Altered the factors to match their style.

No one best style of leadership exists.Leadership is a function of forces in the

leader, the followers, & the situation.




Effective leaders:Develop & provide a complete visionEarn & return trustListen & communicate effectivelyPersevere when others give up




Keys to effective leadership:Develop a visionTrust your subordinatesEncourage riskSimplifyKeep your cool Invite dissent



Comparison of Management & Leadership

Management: About coping with complexities. Organizes & staffs people to achieve goals. Controls people by pushing them in the right

direction.

Leadership: About coping with change. Focuses on aligning people toward goals. Motivates people by satisfying basic human needs.



Comparison of Management & Leadership

Managers are appointed to their position.Leaders may be appointed, or they may

emerge from the group.Leaders are able to influence without

having formal authority.



Personal & Organizational Change

Change the movement from one state to another.

Effective managers & leaders accept that chance should & will occur.



Personal Change

Examination of one’s personal characteristics

Development and execution of plans to change one or more of those characteristics



Personal Change

Covey’s Seven Habits Be proactiveBegin with the end in mindPut first things firstThink win/winSeek first to understand…then to be

understoodSynergizeSharpen the saw



Organizational Change

Substantive modification to some part of the organization

Forces include: Competition Governmental laws & regulations Economic & political pressures Technology Employee attitudes Workforce demographics Introduction of new equipment



Organizational Change

Change Agent person who initiates change.



Successful Change Guidelines

Who Moved My Cheese Guidelines:Change happensAnticipate changeMonitor changeAdapt to change quicklyChangeEnjoy changeBe ready to change quickly & enjoy it again

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Leadership Motivation