Leadership:: Theory, Application, Skill Development

LEADERSHIP:
Theory, Application, Skill Development
2d Edition
Robert N. Lussier
Copyrightand
©2004 byChristopher F. Achua
South-Western, division of Thomson Learning. All rights reserved.
This presentation edited and enhanced by:

George W. Crawford
Asst. Prof. of Mgmt.
Clayton College & State University
Morrow, GA 30260
georgecrawford@mail.clayton.edu
3-1
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
Chapter 3
Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.
Leadership Behavior
and Motivation
3-2
Chapter 3
Learning Outcomes
• University of Iowa leadership styles
• University of Michigan and Ohio State
University leadership models
• Ohio State University leadership model and the
leadership grid
• Three content motivation theories
• Four types of reinforcement
• Content, process, and reinforcement theories
3-3
What is leadership style?
3-4
Leadership Style
The combination of traits, skills, and

behaviors leaders use as they interact

with followers.
3-5
University of Iowa
Leadership Styles
Autocratic...........................Democratic
Source: Adapted from K. Lewin, R. Lippett, and R.K. White, 1939.

“Patterns of Aggressive Behavior in Experimentally Created Social Climates.” Journal of Social Psychology
10:271-301.
3-6
The University of Michigan
Leadership Model: Two
leadership styles, one
dimension
Job Centered........Employee Centered

Leadership Style……..Leadership Style
Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill.
3-7
The Ohio State University Leadership Model:
Four leadership styles, two dimensions
Ohio State University
C
O
N High
S
I Low Structure High Structure
D and and
E High Consideration High Consideration
R Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.
A
T
I Low Structure High Structure
O and and
N Low Low Consideration Low Consideration
Initiating Structure
Low High
Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill.

3-8
What is the best
leadership style?
3-9
What is the best
leadership style?
The one which works for the

individual leader in a specific
time and in a specific

environment
3-10
Which leadership style do
workers think is best?
3-11
“Although there is no one best
leadership style
in all situations,
employees are
more satisfied
with a leader
who is high in
consideration.”
3-12
Blake, Mouton, & McCanse Leadership Grid
High
C 1,9 9,9
O Country Club Team Leader
N
C
E
R
N
5,5
- Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.
P
Middle of the Road
E
O
P
L Impoverished Authority-Compliance
E 1,1 9,1
Low
1 CONCERN for PRODUCTION 9
Source: Adapted from Robert R. Blake and Jane S. Mouton, The Managerial Grid III (Houston: Gulf, 1985); and Robert R. Blake and Anna Adams
Low High
McCase, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
3-13
Team Leadership (9,9)
• The goal in leadership development
– Few ever reach it
• Similar to the philosophy of U.S.
Army Training Command . . .

– “Mission First, People Always.”
3-14
What is Motivation?
3-15
Motivation
Anything that affects behavior in
pursuit of a certain outcome
3-16
Motivation Process
People go from need to motive to
behavior to consequence to
satisfaction or dissatisfaction
3-17
The Motivation Process
Need Motive Behavior Consequence Satisfaction or Dissatisfaction
Feedback
3-18
Major Motivation Theories
Classification of Specific Motivation Theory
Motivation
Theories a. Hierarchy of needs theory
1. Content motivation theories b. Two-factor theory
c. Acquired needs theory
a. Equity theory
b. Expectancy theory
2. Process motivation theories c. Goal-setting theory
Type of Reinforcement
a. Positive
3. Reinforcement theory b. Avoidance
c. Extinction
d. Punishment
3-19
What are Content
Motivation Theories?
3-20
Content Motivation Theories
Focus on explaining and predicting

behavior based on people’s needs
3-21
33
Content
Content
Motivation
Motivation
Theories
Theories
Hierarchy of Acquired
Needs Needs
Two-Factor
3-22
What is a Hierarchy
of Needs Theory?
3-23
Hierarchy of Needs Theory
Proposes that people are motivated

through levels of needs which begin a
basic life sustaining needs and

progress to life and work satisfaction
needs
3-24
What is the Best Known
Hierarchy of Needs Theory?
3-25
Maslow’s Hierarchy of Needs
Self-
Actualization
Esteem
Social
Safety
Physiological
3-26
What is Herzberg’s
Theory of Motivation?
3-27
Herzberg’s Two-Factor
Theory of Motivation
• Motivator Factors
– Intrinsic
– Satisfied or not satisfied
• Maintenance (Hygiene) Factors

– Extrinsic
– Dissatisfied or not dissatisfied
3-28
What is the Acquired Needs
3-29
Acquired Needs Theory
(employees are motivated by their need for:)
Affiliation Power Achievement
3-30
What is the Equity
3-31
Equity Theory
(proposed that employees are motivated when
their perceived inputs equal outputs.)
Our inputs Others’ input

(contributions)
= (contributions)
Our outcomes Others’ outcomes

(rewards) = (rewards)
3-32
What is the Expectancy
3-33
Expectancy Theory
Proposes that
employees are
motivated when they
believe they can
accomplish the task
and the rewards for

doing so are worth the
effort.
3-34
What is the Goal-setting
3-35
Goal-setting Theory
Proposes that specific, difficult
goals motivate people
3-36
How Does a Leader Set
Meaningful Goals & Objectives
to Motivate Subordinates?
3-37
Criteria for Objectives
• Singular result
– One end result
• Specific
– Exact performance expected
• Measurable
– Observe and measure progress
• Target date
– Specific completion date
3-38
Other Criteria for
Objectives
• Difficult but achievable
• Participatively set
• Commitment of employees
3-39
What is
Reinforcement Theory?
3-40
Reinforcement Theory
• Also known as behavior modification
• Based on studies of B.F. Skinner
– Major topic of study in Psychology
• Depends on reinforcement
– Positive
– Avoidance
– Extinction
– Punishment
• Reinforcement can be
– Continuous
– Intermittent
3-41
You get
what you
reinforce,
not always
what you
reward!
3-42
How Can a Leader Motivate
Using Reinforcement?
3-43
Motivating with Reinforcement
• Set clear objectives
– Employees must understand what is expected
• Use appropriate rewards
– Must be seen as rewards
• Use the appropriate reinforcement
schedule
• Do not reward unworthy performance

• Look for the positive
• Give sincere praise
• Do things for your employees
3-44
Give Sincere Praise
• People will know if you mean it
• Praise Model (Person to Person)
– Tell what was done well
– Tell why it is important
– Take a moment of silence
– Encourage continued good work

• Learn to give praise easily
– It is an effective and inexpensive
motivational tool
3-45
Which Motivation Theory
is the “Correct” Model?
3-46
Which Motivation Theory is
the “Correct” Model?
• All of them
• None of them
• None works in all environments, in all
situations, or for all people
– Leader must be flexible

• Knowledge of all theories will help in
determining the correct way to
motivate in a given situation
3-47
Discussion Question #1
• How is leadership behavior
based on traits?Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.
3-48
• Do you agree with the
University of Michigan
model (with two leadership
styles) or with the Ohio

State model (with four
leadership styles)?
3-49
• What are three important
contributions of the
University of Michigan and
Ohio State University

studies?
3-50
• What are three important
contributions of the
Leadership Grid and high-
high research?
3-51
• What is motivation, and
why is it important to know
how to motivate
employees?
3-52
• Which of the four content
motivation theories do you
prefer?
• Why?
3-53
• Which of the three
process motivation theories
do you prefer?
• Why?
3-54
• Reinforcement theory is
unethical because it is used
to manipulate employees.
• Do you agree with this

statement?
• Explain your answer.
3-55
• Which motivation theory
do you feel is the best?
• Why?
3-56
• What is your motivation
theory?
• What major methods,
techniques, and so on, do you
plan to use on the job as a

manager to increase
motivation and performance?
3-57

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LEADERSHIP:

Theory, Application, Skill Development

This presentation edited and enhanced by:

The combination of traits, skills, and

behaviors leaders use as they interact

Source: Adapted from K. Lewin, R. Lippett, and R.K. White, 1939.

Job Centered........Employee Centered

Source: R. Likert, 1961, New Patterns of Management, New York: McGraw-Hill.

The one which works for the

time and in a specific

Army Training Command . . .

Need Motive Behavior Consequence Satisfaction or Dissatisfaction

Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.

Focus on explaining and predicting

Proposes that people are motivated

basic life sustaining needs and

• Maintenance (Hygiene) Factors

Affiliation Power Achievement

Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.

Our inputs Others’ input

Our outcomes Others’ outcomes

and the rewards for

• Do not reward unworthy performance

– Encourage continued good work

– Leader must be flexible

styles) or with the Ohio

Ohio State University

• Do you agree with this

plan to use on the job as a

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