LEADERSHIP BEHAVIOR AND MOTIVATION

The article discusses leadership behavior and styles, highlighting different theories and models
developed by various universities. The shift from trait theory to behavioral theory in leadership
research is acknowledged, emphasizing that leaders' behavior is based on their traits and skills.
The University of Iowa identified two basic leadership styles: autocratic, where the leader makes
decisions and closely supervises employees, and democratic, where the leader encourages
participation in decisions and collaborates with employees. The University of Michigan model
focuses on job-centered and employee-centered leadership styles, measuring behaviors related to
goal emphasis, work facilitation, supportive leadership, and interaction facilitation. Ohio State
University developed the Leader Behavior Description Questionnaire, which identified two
dimensions of leadership behavior: initiating structure and consideration. Their model
encompasses four leadership styles based on different combinations of these dimensions. The
models highlight that there is no universally best leadership style and emphasize the importance of
considering the human side of organizations to enhance productivity. Managers can utilize these
models to assess and improve their leadership style, promoting effectiveness in task performance
and relationship development.
The Leadership Grid, which is based on two dimensions of leadership: concern for output and
concern for people. It identifies five leadership styles: the impoverished leader (low concern for
both production and people), the authority-compliance leader (high concern for output but low
concern for people), the country-club leader (high concern for people but low concern for
production), the middle-of-the-road leader (moderate concern for both), and the team leader (high
concern for both). The article suggests using self-assessment to determine one's leadership style
based on task scores for production and concern for people. It also mentions that the high-high
leadership style, emphasizing both productivity and people, may not be suitable in all contexts.
Additionally, the article discusses how leadership behavior and styles are influenced by traits,
skills, and employee relationships.
Motivation is defined as everything that influences behavior in the pursuit of a specific result.
People are motivated by job satisfaction and self-interest. The motivation process involves
personality factors and job characteristics, guiding individuals from need to satisfaction or
discontent. It involves a feedback loop and various motivations.There is no single, universally
acknowledged theory of motivation or classification of theories. We will explore content and
process motivation theories, as well as reinforcement theory.
Examining several content motivation theories that seek to explain behavior based on individual
needs. One prominent theory is Maslow's Hierarchy of Needs, which posits that people have five
hierarchical levels of needs, ranging from physiological to self-actualization. Meeting these needs
while pursuing organizational goals is crucial for effective leadership. Herzberg's Two-Factor
Theory distinguishes between maintenance factors (extrinsic motivators) and motivators (intrinsic
motivators), emphasizing the importance of intrinsic factors such as achievement and recognition
in driving motivation. The Acquired Needs Theory suggests that individuals are motivated by
achievement, power, and affiliation. Balancing work-life needs is also crucial, and organizations
can support employees through initiatives like on-site daycare and flexible work arrangements. By
understanding and addressing these content motivation theories, leaders can create an environment
that meets employees' needs, fosters motivation, and enhances job satisfaction. This, in turn, can
lead to improved performance and overall organizational success.
The Two-Factor Theory, developed by Herzberg, distinguishes between maintenance factors and
motivators. Maintenance factors, also known as extrinsic motivators, include aspects like pay, job
security, and working conditions, which prevent dissatisfaction but do not necessarily drive
motivation. On the other hand, motivators, or intrinsic factors, such as achievement, recognition,
and advancement, are related to work satisfaction and intrinsic motivation. Herzberg's theory
highlights the importance of providing both maintenance factors and intrinsic motivators to
enhance employee motivation and job satisfaction.
Another theory discussed is the Acquired Needs Theory, which suggests that individuals are
motivated by their desire for achievement, power, and affiliation. Those with a high need for
achievement seek challenging tasks, feedback, and opportunities for growth. Individuals with a
high need for power are motivated by leading and influencing others, while those with a high need
for affiliation value interpersonal relationships, teamwork, and appreciation. Tailoring motivation
strategies to individuals' specific needs can be effective in driving their performance and job
satisfaction.
Equity Theory, developed by J. Stacy Adams, examines fairness in the workplace. It states that
individuals are motivated when they perceive fairness in the distribution of rewards and resources.
People compare their inputs and outcomes with others, and if they sense an inequity, they become
motivated to restore balance by adjusting their inputs, outcomes, or perception of the situation.
Expectancy Theory, proposed by Victor Vroom, focuses on the belief that effort leads to
performance and performance leads to desired outcomes. It comprises three factors: expectancy,
instrumentality, and valence, all influencing motivation. Goal-Setting Theory, developed by
Edwin Locke and Gary Latham, highlights the significance of setting challenging and specific
goals to enhance motivation and performance. Goals provide direction, focus, effort, and
persistence, and feedback aids in maintaining motivation. SMART goals (Specific, Measurable,
Achievable, Relevant, Time-bound) are emphasized for optimal performance. These theories
provide valuable insights for understanding and improving motivation in various contexts.
Reinforcement theory suggests that managers can motivate employees by understanding the
relationship between behaviors and their consequences. By arranging contingencies that reinforce
desirable behaviors and discourage undesirable behaviors, managers can influence employee
behavior. Different types of reinforcement, such as positive reinforcement (rewarding desirable
behavior), avoidance (using punishment to prevent certain behavior), punishment (providing
undesirable consequences for undesirable behavior), and extinction (eliminating undesirable
behavior), can be used to shape employee behavior. Schedules of reinforcement, including
continuous and intermittent schedules, can be employed to sustain desired behavior. People are
inclined to engage in activities that are reinforced, often neglecting those that are not. Giving
praise is highlighted as an effective method of reinforcement, involving specific steps such as
identifying correct behavior, explaining its significance, creating a pause for reflection, and
encouraging its repetition.