Motivation,Leadership Theories and Style

Motivation

theories and models of motivation Leadership Theories of leadership Leadership styles.

Well, theres not a simple answer, and as a result this topic has exercised some of the great minds for hundreds of years. Previously Philosophers now management gurus.

Motivation can be defined as an internal condition initiated by drives, needs or desires and activating a goal-orientated behavior.
The Power O f Words.flv

Internal Factors The Boss Attitude Salary & Benefits Work-style Compatibility: Perfectionists are rarely happy in jobs that value speed over quality. Schedule & Flexibility- enough free time and personal-life flexibility. Co-Worker Friendliness Potential for Advancement Extrinsic factors- (money, prestige, honor, power)

 Positive

Reinforcement Effective reward and punishment Treating people fairly Setting work related goals Recognize and Reward High-Quality Work best employee award Positive, supportive environment Celebrate successes with bagels or pizza Regular Teamouts,offsites,ESOP ,telecommuting. Peer recognition,Job rotation,enlargement,enrichment presenting mugs, T-shirts or other tangible items that will serve as reminders of their success and inspiration for ongoing achievement.

Employee Involvement Programs Drive Performance

A work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions.

 Job

rotation is an approach to management development where an individual is moved through a schedule of assignments designed to give him or her a breadth of exposure to the entire operation. This is to reduce boredom and increase job satisfaction .

Job enlargement means increasing the scope of a job through extending the range of its job duties and responsibilities. Job enlargement means to add more duties, and an increased workload Job enlargement =quantity. Used during economic downtime or underused resources to improve productivity.

 Job

enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities. job enrichment is quality work.

 Telecommuting Employees

do their work at home on a computer that is linked to their office.

Variable Pay Programs A portion of an employees pay is based on some individual and/or organization measure of performance. Piece rate pay plans Profit sharing plans

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Piece-rate Pay Plans Workers are paid a fixed sum for each unit of production completed. Profit-Sharing Plans Organizationwide programs that distribute compensation based on some established formula designed around a companys profitability.

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Employee Stock Ownership Plans (ESOPs)

Company-established benefit plans in which employees acquire stock as part of their benefits.

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Employees tailor their benefit program to meet their personal need by picking and choosing from a menu of benefit options. Modular Plans:

Core-Plus Plans:

a core of essential benefits and a menulike selection of other benefit options.

Flexible Spending Plans: allow

predesigned benefits packages for specific groups of employees.

2005 Prentice Hall Inc. All rights reserved.

employees to use their tax-free benefit dollars purchase benefits and pay service premiums.
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1) Achievement Motivation (2) Affiliation Motivation (3) Competence Motivation (4) Power Motivation (5) Attitude Motivation (6) Incentive Motivation (7) Fear Motivation

 Maslows

hierarchy of needs Herzbergs two factor theory Mc Cleland's Theory of needs Carrot and Stick Theory MBO Expectancy Theory XY Theory. ERG Theory Equity Theory

 Needs

based theories suggest that people are motivated to do things in order to rectify something missing, fulfill a need.

Maslows

hierarchy of needs theory Alderfers ERG theory Herzbergs two-factor theory Mc Cleland's Theory of needs

 Expectancy

theory Vrooms expectancy theory Porter & Lawler Expectancy Theory Goal-setting theory Social learning theory Equity theory Theory X / Theory Y

Carrot and Stick

International Tour

Reward and Punishment

Pink Slip

Benthams view was that all people are selfinterested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant.

The metaphor of carrot and stick relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind.

 The

carrot in the form of promotions,incentives,overseas tour,team outings,company offsites,sodexho coupons,ESOP etc.

The

stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penaltyhas been and continues to be a strong motivator.

The most widely accepted explanations of motivation has been propounded by Victor Vroom. His theory is commonly known as expectancy theory. It provides a framework for motivation based on expectations. Motivation is viewed as a conscious choice. People put their efforts into actions they can perform to achieve desired outcomes

Expectancy:

Belief that effort leads to a specific level of performance A performance outcome perception.

Instrumentality: Valence:

The Value of a reward or outcome Motivation = Valence x Expectancy.

 Three

key elements:

Expectancy:

Belief that effort leads to a specific level of performance(effort)

Instrumentality:
Valence:

a performance that results in reward(reward)

The Value of a reward or outcome(goal) Motivation = Valence x Expectancy.

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Expectancy Theory
(Vroom) 1

Individual Effort

Individual Performance

Organisational Rewards

Personal Goals

Chapter 6

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 You

believe your performance is linked to the results You believe that the results are worth the effort Valence is the importance that the individual places upon the expected outcome. For example, if I am mainly motivated by money, I might not value offers of additional time off. Individual changes their level of effort according to the value they place on the outcomes they receive from the process and on their perception of the strength of the links between effort and outcome.
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 In

a sentence:

People

only do things when they believe that their action will lead to need fulfillment.

Organizational Implications of Expectancy Theory

Reward

people for desired performance, and do not keep pay decisions secret. Design challenging jobs. Tie some rewards to group accomplishments to build teamwork and encourage cooperation. Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and oucomes that lead to high effort and goal attainment. Monitor employee motivation through interviews or anonymous questionnaires. Accommodate individual differences by building flexibility into the motivation program.

 Effort

(perception of task and ability) Performance-Rewards fair rewards-Satisfaction .

Effort perception of task and ability Performance

Performance

Rewards

Rewards

Fair

Satisfaction

The Porter-Lawler expectancy model is a model of work motivation. It is an extension of an earlier expectancy model developed by Victor Vroom in 1964. Effort lead to Performance Performance lead to rewards Rewards lead to Satisfaction.

Effort --Individuals' abilities to do the job and their perception of the required task affects performance. Satisfaction -depends upon the fairness of the reward. Effort (perception of task and ability)PerformanceRewards fair rewards-Satisfaction .

 Expectancy

theory works on perceptions so even if an employer thinks they have provided everything appropriate for motivation, and even if this works with most people in that organisation it doesnt mean that someone wont perceive that it doesnt work for them.

 Behavior MBO SMART Team

Modification through MBO

Training Employee Involvement

Management by Objectives (MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management'. The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employees actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.

 Features

and advantages of MBO are:

Motivation Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitment. Better communication and Coordination Frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the enterprise and also solve many problems faced during the period. Clarity of goals Subordinates have a higher commitment to objectives that they set themselves than those imposed on them by their managers. Managers can ensure that objectives of the subordinates are linked to the organization 's objectives.

SMART Goals for MBO

Specific Measurable Attainable Results oriented Time bound

Specific Measurable Achievable Results-oriented Time-bound End-minded Ritualistic Stephen Coveys second habit in The 7 Habits of Highly Effective People Begin with the End in Mind. This end-of-life perspective helps you see whats important and whats not. It helps you define your mission in life. Ritualistic Practice makes perfection .Whenever you develop a habit, you are harnessing the power of consistency whether you are aware of it or not.

 Specific,

difficult, and understood goals generally lead to higher performance Keys to success are the level of difficulty and the clearness of goals

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 The

two-factor theory (also known as Herzberg's motivation-hygiene theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. They are Motivation Factors Hygiene Factors
Hygiene

factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed to motivate an employee to higher performance

 Forces

that influence behavior: External to the employee: Hygiene factors External environment (economic conditions, laws and regulations, etc.) Work environment (supervision, organization, coworkers, outcomes of performance) Within the employee: Motivation Factors

Motivation, attitudes, knowledge/skills/abilities (KSAs),R&R.

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Two Factors
Intrinsic Motivation Satisfaction
Extrinsic Hygiene

Dissatisfaction

 Some

needs are not motivators, but only demotivate if not fulfilled (hygiene factors) e.g. Pay, working conditions, relationship with boss. Other needs can motivate (motivating factors) e.g. intrinsic motivation of doing a good job, reward recognition and growth.

In

a sentence:
need fulfillment does not motivate

Some

Herzberg described four basic states that could occur: High Motivation/High Hygiene: Perfect state of happy, motivated employees, High Motivation/Low Hygiene: Motivated employees who love the work but have lots of complaints Low Motivation/High Hygiene: Bored employees punching a clock for a paycheck Low Motivation/Low Hygiene: Total mess of bored, unhappy employees. Herzberg's solution for management was to provide an adequate level of the hygiene factors to keep employees from being demotivated, and focus on ways to introduce motivating factors, like empowering employees through job enlargement or rotating employees to give them new and different challenges.

Power
Affiliation

Achievement

 David

McClelland has developed a theory on three types of motivating needs :

Need

for Power Need for Affiliation Need for Achievement

Power-They

are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions.

 Everyone

has a different balance of three fundamental needs: power, achievement and affiliation. People with different needs have different strategies for success in organisations, and thus it is useful to know what type of person you are working with if you seek to motivate them a sentence: people have different needs

In

Different

A Good Combination

Need for Power

Need for Achievement

Need for Affiliation

Each person possess all 3 needs but the degree of the dominating need differs.

Mc Clelland used TAT-a projective technique to find 3 key needs. Power-They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions.They like controlling others than real achievement of goals. Affiliation They try to affiliate themselves with individuals and groups. They are driven by love and faith. Social recognition and affiliation with others provides them motivation. They like to work with friends than alone. Achievement Derive satisfaction from Achieving goals. Prefer to work alone.

 Maslow's

hierarchy of needs is often portrayed in the shape of a pyramid, with the largest and lowest levels of needs at the bottom, and the need for self-actualization at the top. if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level.
Maslows

need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding

Maslow's hierarchy of needs is often portrayed in the shape of a pyramid, with the largest and lowest levels of needs at the bottom, and the need for selfactualization at the top. if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level.

Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding

Self-Actualization

Esteem

Belonging

Safety

Physiological

 Theory

X and Theory Y are theories of human motivation created and developed by Douglas McGregor He states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y.

Employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. Usually these managers feel the sole purpose of the employee's interest in the job is money.

Most workers place a greater importance on security over all other factors and display little ambition.

In this theory, management assumes employees may be ambitious and self-motivated and exercise selfcontrol. It is believed that employees enjoy their mental and physical work duties. They possess the ability for creative problem solving, but their talents are underused in most organizations. Given the proper conditions, theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. A Theory Y manager believes that, given the right conditions, most people will want to do well at work. They believe that the satisfaction of doing a good job is a strong motivation.

 An

organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization.

 Theory

X / Theory Y: Theory Y suggests that people are fundamentally born good (conversely in theory X: evil) and are thus naturally motivated (conversely: lazy) and thus my role in an organisation is to nurture and support them (conversely: cajole and punish them). Theory Y andTheory X In a sentence: Different philosophies exist when trying to motivate others

Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence Relatedness Growth. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need to maintain interpersonal relationship with other members in the group. The final group is the intrinsic desire to grow and develop personally. In an individual, more than one need may be operative at the same time. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. It also contains the frustration-regression dimension.

As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.

 Suppose

employee A gets a 20% raise and employee B gets a 10% raise. Will both be motivated as a result? Will A be twice as motivated? Will be B be negatively motivated? Equity theory says that it is not the actual reward that motivates, but the perception, and the perception is based not on the reward in isolation, but in comparison with the efforts that went into getting it, and the rewards and efforts of others. If everyone got a 5% raise, B is likely to feel quite pleased with her raise, even if she worked harder than everyone else. But if A got an even higher raise, B perceives that she worked just as hard as A, she will be unhappy.

 Pay

attention to what employees perceive to be fair and equitable Allow employees to have a voice Employees should have opportunity to appeal Organizational changes, promoting cooperation, etc. can come easier with equitable outcomes Failure to achieve equity could be costly Climate of justice

Leader is someone in authority to lead others to accomplish a goal(s). A leader needs to be able to motivate others to accomplish a goal(s) while at the same time encourage others to work toward their own professional goals.

 1.Human

Skill Empathy,Objectivity,Communication skills,mentoring skills,Social Skills 2.Conceptual Skill 3.Technical Skill SOPs knowledge 4.Personal Skill High on IQ,EQ,SQ,Personal motivation,integrity,flexibility of mind

 1.shared

interest between leader and followers 2.Leadership is a process of influence 3.a function of stimulation(motivation) 4.must be exemplary-lead by example 5.ensures absolute justice 6.visionary

Autocratic

Authoritarian Tells employees/students what they want done and how to do it (without getting the advice from others). Works well if you dont have much time to accomplish goals or if employees are well motivated. Generally, this style is not a good way to get the best performance from a team.

 Under

the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders. They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group.

Democratic

Participative style The leader involves one or more employees/students in the decision making process (to determine what to do and how to do it). Leader maintains the final decision making authority. Allows everyone to be part of a team everyone feels that they have participated and contributed. Encourages participation, delegates wisely, values group discussion. Motivates by empowering members to direct themselves and guides w/a loose reign. Negativeeverything is a matter of group discussion and decisiondoesnt really lead.

 The

democratic leadership style favors decision-making by the group as shown, such as leader gives instruction after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them.

Lais se Faire
Free Reign (lais ser faire) Leader allows employees/students

make the decisions. Leader is still responsible for the decisions. Employees/students analyze the situation and determine what needs to be done and how to do it. Leader sets priorities and delegates. Leader has little control. Team has little direction or motivation.

to

A free rein leader does not lead, but leaves the group entirely to itself as shown; such a leader allows maximum freedom to subordinates, i.e., they are given a free hand in deciding their own policies and methods. Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective. The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members.

 Leader

is a fatherly figure Acts like head of the family Personally supervise rewards and punishments Leader acts as a father figure Paternalistic leader makes decision but may consult Believes in the need to support staff

Managers are people who do things right, while leaders are People who do the right thing. Warren Bennis

Leader managers are long-term thinkers who see beyond the days crisis and the quarterly report;
constantly reaching beyond their specific area of influence

They

Trait Theory Behavioral theory role theory and management grid Situational Theory -Fiedlers Contingency theory Man theory of leadership Path goal theory Participation theory Charismatic leadership

 Trait

theories: Is there a set of characteristics that determine a good leader? Personality? Dominance and personal presence? Charisma? Self confidence? Achievement? Ability to formulate a clear vision?

 Leadership

trait theory is the idea that people are born with certain character traits or qualities. Since certain traits are associated with proficient leadership, it assumes that if you could identify people with the correct traits, you will be able to identify leaders and people with leadership potential. Most of the time the traits are considered to be naturally part of a persons personality from birth. From this standpoint, leadership trait theory tends to assume that people are born as leaders or not as leaders.

 Honest
Inspiring Forward-Looking Competent Intelligent

Passion and Enthusiasm Drive High level of effort, high desire for achievement,high energy levels, initiative. Derire to Lead --Strong desire to influence others, willingness to take responsibility.

Honesty and Integrity high consistency between words and actions. Self Confidence---Absence of self doubt. Intelligence Problem solving, strategic planning, Cognitive skills Job related knowledge-Business Intelligence.

Balanced Temperamant,High Frustration tolerance Sense of Humor Emotional Intelligence

 Assumptions
Leaders

can be made, rather than are born. Successful leadership is based in definable, learnable behavior. Description Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.

 Assumptions People

define roles for themselves and others based on social learning and reading. People form expectations about the roles that they and others will play. People subtly encourage others to act within the role expectations they have for them. People will act within the roles they adopt.

 Description
Leaders

may be concerned for their people and they also must also have some concern for the work to be done. The question is, how much attention to they pay to one or the other? This is a model defined by Blake and Mouton in the early 1960s.

Minimum

effort to get the work done. A basically lazy approach that avoids as much work as possible. Minimum concern for people or production Low on task and low on people

 Authority-compliance
Strong

focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible. High task,low on people

 Country

Club management Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results. Low task,high on people

 Middle

of the road management A weak balance of focus on both people and the work. Doing enough to get things done, but not pushing the boundaries of what may be possible. Middle on both

 Team

Leader Firing on all cylinders: people are committed to task and leader is committed to people (as well as task). High on both

 This

is a well-known grid that uses the Task vs. Person preference that appears in many other studies, such as the Michigan Leadership Studies and the Ohio State Leadership Studies

 The

fundamental underpinning of the Situational Leadership Theory is there is no single best style of leadership 3 factors 1.subordinate considerations 2.superior considerations 3.Task considerations

 The

contingency model emphasizes the importance of both the leader's personality and the situation in which that leader operates. A leader is the individual who is given the task of directing and coordinating task-relevant activities, or the one who carries the responsibility for performing these functions when there is no appointed leader. Fiedler relates the effectiveness of the leader to aspects of the group situation.

 Two

factors 1.1 Least preferred co-worker (LPC) The leadership style of the leader, thus, fixed and measured by what he calls the least preferred co-worker (LPC) scale, an instrument for measuring an individuals leadership orientation. The LPC scale asks a leader to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well, using a series of scales of 1 to 8.

 The

responses to these scales (usually 18-25 in total) are summed and averaged: a high LPC score suggests that the leader has a human relations orientation, while a low LPC score indicates a task orientation

1.2 Situational favourableness

According

to Fiedler, there is no ideal leader. Both low-LPC (taskoriented) and high-LPC (relationshiporiented) leaders can be effective if their leadership orientation fits the situation.

 Assumptions Leaders

are born and not made. Great leaders will arise when there is a great need. Early research on leadership was based on the the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding.

 The

Path-Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy. In particular, leaders: Clarify the path so subordinates know which way to go. Remove roadblocks that are stopping them going there. Increasing the rewards along the route.

 House

and Mitchell (1974) describe four styles of leadership:

Supportive

leadership-concern for people Directive leadership-guiding Participative leadership-involves sub ordinates in decision making Achievement-oriented leadership-goalreward-punishment

 People

are more committed to actions where they have involved in the relevant decisionmaking. People are less competitive and more collaborative when they are working on joint goals.

 Involvement

in decision-making improves the understanding of the issues involved by those who must carry out the decisions. People are more committed to actions where they have involved in the relevant decisionmaking. People are less competitive and more collaborative when they are working on joint goals.

 Charm

and grace are all that is needed to create followers. Self-belief is a fundamental need of leaders. People follow others that they personally admire. It is interesting to watch a Charismatic Leader 'working the room' as they move from person to person. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment

 Charismatic

Leaders use a wide range of methods to manage their image and, if they are not naturally charismatic, may practice assiduously at developing their skills. They may engender trust through visible self-sacrifice and taking personal risks in the name of their beliefs. They will show great confidence in their followers. They are very persuasive and make very effective use of body language as well as verbal language.

The key to leadership: Priorities; The most important ingredient of leadership: Integrity; The ultimate test of leadership: Creating positive change; The quickest way to gain leadership: Problem solving; The extra plus in leadership: Attitude; Most appreciable asset of leadership: People

 The

indispensable quality of leadership: Vision; The price tag of leadership: Self-discipline.

 What

are the Strategies adopted by Corporate to motivate employees? Do you think Employee Involvement Programs conducted by corporate Drives Performance ? Appraise the expectancy theories of Vrooms with Porter and Lawler. What is goal setting theory? adequate level of the hygiene factors to keep employees from being demotivated.Which theory talks about the same? Compare David McClellands theory of needs with Abraham Maslows hierarchy of needs and Alderfers ERG theory.

Which theory says that Employees are lazy and will avoid work and need a manager who is authoritarian. If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization.Which theory talks about the same. What are the Characteristics of leadership? Which theory talks about countryclub and team leader style of leadership? What is management grid theory of leadership? Explain Fiedlers contingency theory.