Leadership & Motivation

416
Dr. Kostelis
 Objectives
 Examine leadership with managerial
function
– Planning, organizing, leading, & controlling

 Examine theoretical foundation

– Motivation & Leadership theories

 Practical application
 Q&A
 Write in your notes 5 attributes of a good
leader.
– We’ll compare to later answers
Leadership Matters, Character Matters
Influence others toward goal and
achievement of those goals

Process where an individual influences

others to do what s/he wants them to

“A leader is a person who has the ability

to get other people to do what they
don’t want to do and like it” - Harry Truman
A leader is best
when people barely know he exists
Not so good
when people obey and acclaim him
Worse when they despise him
But of a good leader
who talks little
when this work is done
his aim fulfilled
they will say:
“WE DID IT OURSELVES”
- Lao-tse (c. 565 B.C.)
 Why do people follow?
 Why do people lead?
 Why are some people successful and
why are some unsuccessful?

– Psychological contract (Schein, 1970) and

have expectations of things in return
– Influenced by how view authority and past
experiences
 What does it take to be a leader?
 Trust your subordinates – you can’t expect them to go all out for
you if they think you don’t believe in them
 Develop a vision – people want to follow someone who knows
where he or she is going
 Keep your cool – the best leaders show their mettle under fire
 Encourage risk – nothing demoralizes the troops like knowing the
slightest failure could jeopardize their entire career
 Be an expert – from boardroom to mailroom, everyone had better
understand that you know what you’re talking about
 Invite dissent – your people aren’t giving you their best … if they
are afraid to speak up
 Simplify – you need to see the big picture in order to set a course,
communicate it, and maintain it

Kenneth Labich – article in Fortune

What does it take to be a leader?
 Learn from others
 Expertise
 Create trust
 Patience, Persistence, Focus, and
Passion
 Communication
 Compassion and respect
10 Commandments of Leadership
1. Treat everyone with respect and dignity
2. Set the example for others to follow
3. Be active
4. Maintain the highest standards of honesty
and dignity
5. Insist on excellence and hold your people
accountable
6. Build group cohesiveness and pride
7. Show confidence in your people
8. Maintain a strong sense of urgency
9. Be available and visible to your staff
10. Develop yourself to your highest potential
 Leadership is broader than
managerial functions
 Managing and leading
 Manager and leader
 Management and leadership
 Management
 Getting things done with and through
people
 Goal attainment, organizing, and
monitoring performance

 Management versus Leadership

 Are managers leaders?

– Leaders manage
– Managers lead
*Yet not synonymous
 Management and Leadership
 Two distinctive and complementary
systems
 Ideal world, they’re balanced,
integrated
– One person is both

*A good leader needs to manage, but not

always the case, sometimes more
necessary than others
 MANAGERS
 Plan, coordinate
 Evaluate and supervise
 Negotiate, budget
 Reality check, sets time
limits, copes with
complexity
 Bring order and
consistency
 Planning complement to
direction
LEADERS
Facilitate interpersonal
interaction
Charisma
Innovate, inspire
Vision, communicate it
Ability to change things, set
direction, look at larger
picture, align people, look at
competition and do better
and different, willing to listen
and learn, sensitive to
concerns
Gains trust, empowers,
enable others to reach
potential
 MANAGERS
LEADERS
Administers
 Innovates
Is a copy
 Is an original
Maintains
 Develops
Accepts reality
 Investigates it
Focuses on system &
structure
 Focuses on people
Relies on control
 Inspires trust
Has short-range view
 Has a long-range plan
Asks how and when
 Asks what and why
Has eye on bottom
 Has eye on horizon
Imitates
 Originates
Accepts status quo
 Challenges it
Does things right
 Does the right thing
 Motivation Theories
 Part of leadership process by which someone
gets another to do what s/he wants to do
 For this it helps to know what motivates
people
– Motivation – understanding the construct is closely
linked to leadership
– Motivation is traced back to the 1930s (Murray)
– Simple terms – has to do with one’s willingness to
do something
– Relates to need satisfaction and behavior is goal
oriented.
 Maslow’s Hierarchy of Needs
 Abraham Maslow
– Brandeis professor in the 50-60s, died in 70s
– Ahead of his time
– Worked with company in DelMar, CA (Non-
Linear Systems) in 1960s and noticed
workers were most productive at end of the
line due to fact produced a sense of
accomplishment
– He coined “Enlightened Management” to
describe work conditions, leading to self
actualization or achievement of one’s
potential (trust, teamwork, recognition)
 Maslow’s Hierarchy of Needs
 Abraham Maslow
– He found teams made better workers and better
workers made better teams
 Creativity flowed from ambiguity
 Knowledge breads knowledge
– Used term “Synergy” to describe self-reinforcing
process and wrote:
 “The more influence and power you give to someone else
in the team situation, the more you have for yourself”
– “Business was not a “chain of links or a chain of
cause and effect, but rather a web in which every
part is related to every other part”
– Urged pursuit of “continued improvement”
 Maslow’s Hierarchy of Needs
 People are motivated on the basis of five
classes of needs ordered in hierarchy of
power or force

 Once lower order needs are satisfied

externally, other levels become more
important and then motivate and
dominant behavior
– Higher order are satisfied internally
 Expectancy Model
 The strength of a tendency to act in a certain
way depends of the strength of an expectation
that the act will be followed by a given outcome
and on the attractiveness of that outcome
(Nader & Lawler)
– Attractiveness – importance an individual places on
the potential outcome or reward than can be
achieved on the job
– Performance – reward linkage – degree to which the
individual believes that performance at a particular
level will lead to the attainment of a desired
outcome
– Effort – performance linkage – the perceived
probability by the individual that exerting a given
amount of effort will lead to performance
 Expectancy Model
 The strength of a person’s motivation to
perform (effort) depends on how strongly
s/he believes that s/he can achieve what
is attempted

 And if s/he works to achieve the goal

(performance), will s/he be adequately
rewarded and will that reward satisfy the
goals?
 Expectancy Model
 Maximize pleasure and minimize pain
 Drives are influenced by outcome of
actions
 Based on subjective assessment of
likelihood of certain outcomes –
perceived outcome is the “expectancy”
 David McClelland
 Examined leadership motives and identified three
needs
 Need for AFFILIATION
– Desire to be liked and accepted
– Stay in good terms with people
 Need for ACHIEVEMENT
– Desire to be challenged, enjoy risk taking
– Competitive, thrive in moderate to difficult goals
– Willing to assume responsibility
– Seeks feedback
 Need for POWER
– Self-serving power
– Institutionally minded power
 Additional Theories
 Equity Approach – belief individual has in
equity or fairness of rewards and
punishments in determining performance
and satisfaction
 Goal-Setting Theory – cognitive approach
that focuses on process of setting goals
 Reinforcement Theory – stimulus, response,
consequences, future response
– Behavior Modification
 Leadership Theories
 Leadership – behavioral process of directing and
influencing someone toward a set of goals
 Power – ability to exert influence, that is to
change the attitudes or behavior of individuals or
groups
Nature of Leadership
 A person can be an effective manager, good
planner and a fair, organized administrator, but
lack the motivational skills of a leader.
 Others can be effective manager, skilled at
inspiring enthusiasm and devotion, but lack the
managerial skills to channel the energy they
arouse in others.
 Leadership Theories
 Trait Approach
 Behavioral Approach
– Leadership Functions
– Leadership Styles
 Contingency (Situational) Approaches
– Hersey and Blanchard
– Fiedler Model
– Path-Goal
 Future of Leadership Theory
– Transformational or Charismatic
 Trait Theory
 Tries to identify what qualities a leader
possesses
 Trait – predisposition to act in a certain way
– Over time it is a relatively permanent feature of
behavior, thus behavior is relatively consistent
and predictable
– Underlying assumption – LEADERS ARE BORN
 Two approaches
– Compare traits who emerged as leaders with
those who did not emerge
– Compare traits of effective leaders with
ineffective leaders
 Behavioral Theory
 Trait research was unsuccessful, thus tried to
isolate behavior characteristics of effective leaders
 What effective leaders WERE and what they DID
 Behavior can be learned, thus if supported we
could train people to be leaders and teach
leadership
 Several studies were done to examine leader
behavior and focused on two aspects of
Leadership behavior
– Leadership Functions: task-related activities that must
be performed by leader to perform effectively
– Leadership Styles: various patterns of behavior favored
by leaders during process of directing and influencing
(High) Leadership Styles
- Ohio State

Low Structure High Structure

And And
Consideration

High Consideration High Consideration

Democratic

Low Structure High Structure

And And
Low Consideration Low Consideration
(Low)

Laissez-Faire Authoritarian
(Low) Initiating Structure (High)
Situational Leadership Theory
 Basically can’t change our style, thus better
to match leader and situation
– Leader-member relations (good-poor)
 Degree of confidence, respect, trust workers
have for leader
– Task structure (structured-unstructured)
 Degree to which jobs are procedurized

– Position-power (strong-weak)
 Degree of influence a leader has over

promoting, hiring, and disciplinary

 Situational Leadership Theory
 Hersey & Blanchard (1980s)
– Move through Four Phases, correlated to life cycle
– Varies depending on “maturity” of followers
 Desire for achievement (capacity of setting high,

attainable goals)
 Willingness to accept responsibility

 Task-related ability and experience

– As maturity levels increase, leader lessens task,

increases relationship
– Then as maturity proceeds, decrease task and
relationship behavior
 Future of Leadership Theory
 Transformational or Charismatic Leadership
– Leaders who, through their personal vision and
energy, inspire followers and have a major impact
on their organizations
 Seeks change, proactive
 Innovative, creative
– Leaders who determine what followers need to do
to achieve objectives, classify those requirements,
and help followers become confident they can
reach their objectives
 Inspire others to do more than expected
 Raise level to self-actualization
 Empower others