AGRICULTURE

YOUTH & FAMILIES

HEALTH

ECONOMY

ENVIRONMENT

ENERGY

COMMUNITIES

MOTIVATION:
TAPPING INTO THE RIGHT SOURCES

Based on the studies of Barbuto & Scholl, 1998

& The Community Leadership Academy presented at Lancaster County Extension Office, Lincoln, NE - 2002

Leadership and Motivation

Until the 80s effective leadership meant: Being precise in making decisions Courage and audacity to develop new organizational strategiess.

Today an effective leadership means: To dominate the art of motivaton Being capable to understand and comunicate with others Being capable to match peoples talent with the right activity/situation
Servant Leaders inspire and motivate their followers

What is Motivation
.

A motive is an impulse that causes a person to act.

Motivation is an internal process that makes a person move toward a goal. Motivation, like intelligence, cant be directly observed. Instead, motivation can only be inferred by noting a persons behavior

Perspectives Offered From Different Fields

expectancy (Vroom, 1964) psychosocial (Jung, 1971) need-based (Maslow, 1954; Hezberg, 1964) social identification (Ashforth & Mael, 1989) value-based (Etzioni, 1961; Katz & Kahn, 1978) goal setting (Locke & Latham, 1984) self concept-based (Brief & Aldag, 1981; Sullivan, 1989) and ego development (Kegan, 1982; Loevinger, 1976)

Hierarchy of Needs Abraham Maslow

Herzbergs Two-factor Theory

Certain factors in the workplace result in job satisfaction, but if absent, lead to dissatisfaction. He distinguished between: Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in de-motivation. Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction.

Sources of Motivation
Intrinsic Process derived from fun or enjoyment during the task
Instrumental derived from expectations of tangible rewards Self-Concept External derived from a desire to improve ones reputation and image Self-Concept Internal derived from a need to meet personal standards and achieve

Goal Internalization derived from a deep-rooted belief in the cause or principle

Fun/Pleasure (Intrinsic Process)

- Pure task and or people pleasure

- Enjoyment during activities

- When choosing tasks or a group of people, they choose whichever ones sound the most fun - Often put off tasks that arent fun

- Best when engaged in work they enjoy performing

- Will make the workplace a fun place

Behavioral Indicators of Intrinsic Process

Are easily taken off tasks when is not enjoyable Will often talk about how much they like or dislikes the tasks assigned Will volunteer freely for fun activities

Will seek jobs they enjoy doing

Wont be good at their jobs, if they dont enjoy doing the work

Tangible Rewards (Instrumental Motivation)

-Concerned with tangible rewards

-Pursue activities with $ outcomes

-Choose jobs/careers based on $$$ -Whats in it for me?

-View life as a series of exchanges

-Always looking for better situations

Behavioral Indicators of Instrumental Motivation

Will ask Whats in it for me?

Will expect compensation for any and all extra work performed Will talk about how much money they makes or should make Will frequently talk about the relative wealth of others

Reputation (Self-Concept External)

-Focus on others opinions

-Work to enhance their reputation

-Desire to meet others expectations

-Pursue interpersonal connections

-Seek membership and status within desired reference groups -Seek recognition and praise

Behavioral Indicators of Self-Concept External

Will frequently ask for others feedback
Will seek praise and recognition for work performed May often brag or tell stories about accomplishments May be trendy or materialistic May strive for popularity or fame Will be attentive to who gets the credit when work is finished.

Challenge (Self-Concept Internal)

-Strive to meet personal standards

-Pursue activities that reinforce their self concept

-Tend to be motivated from within

-Seek activities that require their skills, values or qualities

-May not require any public recognition for accomplishments

Behavioral Indicators of Self-Concept Internal

Will seek out new challenges at work Work best when their skills are needed Are disinterested in menial or insignificant tasks Interested in developing and improving their abilities and talents Will perform important tasks with little supervision or direction

Moral Purpose (Goal Internalization)

Must believe in the cause before they will work hard Will often engage in moral activities Are not concerned with self-interests Principles guide their choices They pursue jobs with socially moral organizations May not be motivated by rewards, recognition, or esteem

Behavioral Indicators of Self-Concept External

Will ask about the purpose of tasks
Will comment on the strategic focus of organizations or lack of moral content

Will work hard when they believe in the cause; wont work hard if they dont
May work harder in charity drives or service programs than they do in their regular jobs Will live a professional life guided by a strict set of principles and values

Conclusion
People are motivated in different ways To effectively motivate others, leaders need to:

Identify these motives Find ways to tap into them In large groups: need them all!

Results of De-motivation