Leadership and

Motivation

Part 5 Leading
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

Chapter objectives
1. differentiate leadership from management;
2. outline five sources of power for leaders and
managers; explain how power can be delegated
through empowerment;
3. compare four types of leadership theory trait,
behavioural, contingency and transformational
giving examples of each;
4. demonstrate the importance of motivation in the
generation of work performance;
5. explain how rewards for effort may be intrinsic or
extrinsic;

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

What is
leadership
?

3
What comes to your mind when you see this word?
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

Introduction (Cont.)
Name some leaders

Who are they?

Aireen Y. Clores, Asst. Prof. VSU-DCHM

What did they do?

Mgmt 101 Concepts & Dynamics in Management

Leadership
The ability to influence
a group toward the
achievement of goals
Management

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Use of authority
inherent in designated
formal rank to obtain
compliance from
organizational
members.

Mgmt 101 Concepts & Dynamics in Management

Leadership theories

TRAIT THEORY

BEHAVIOURAL THEORIES

CONTINGENCY THEORIES

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

1, Trait Theories
Traits Theories of
Leadership
Theories that consider
personality, social,
physical, or
intellectual traits to
differentiate leaders
from nonleaders.

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Leadership
LeadershipTraits:
Traits:
Ambition
Ambitionand
and
energy
energy
The
Thedesire
desireto
tolead
lead
Honest
Honestand
andintegrity
integrity
Self-confidence
Self-confidence
Intelligence
Intelligence
High
Highself-monitoring
self-monitoring
Job-relevant
Job-relevant
knowledge
knowledge

Mgmt 101 Concepts & Dynamics in Management

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

Trait Theories
Limitations
Limitations::
No
Nouniversal
universaltraits
traits
found
foundthat
thatpredict
predict
leadership
leadershipin
inall
all
situations.
situations.
Unclear
Unclearevidence
evidenceof
of
the
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof
of
leadership
leadershipand
andtraits.
traits.
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

10

2. Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.

Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

11

a. Ohio State Studies

Initiating Structure
The extent to which a leader
is likely to define and
structure his or her role and
those of sub-ordinates in the
search for goal attainment.
Consideration
The extent to which a leader is likely to have
job relationships characterized by mutual
trust, respect for subordinates ideas, and
regard for their feelings.
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

12

b. University of Michigan Studies

Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees
and accepting individual differences among
members.
Production-Oriented Leader
One who emphasizes
technical or task aspects of
the job.

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

13

c. The Managerial
Grid
(Blake and Mouton)

EEXXHHI IBBI I
TT111
111
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

14

3. Contingency Theories

Fiedlers Contingency Model

Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from ones formal structural
position in the organization; includes power to
hire, fire, discipline, promote, and give salary
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

15

Hersey and Blanchards Situational

Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on
followers readiness.
Unable and
Unwilling

Unable but
Willing

Able and
Unwilling

Able and
Willing

Follower
Follower readiness:
ability
ability and
and
willingness
willingness
Leader:
Leader: decreasing
decreasing need
need
for
for support
support and
and supervision
supervision
Directive

High Task and Relationship

Orientations

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Supportive
Participative

Mgmt 101 Concepts & Dynamics in Management

Monitoring

16

LeaderMember Exchange Theory

Leader-Member Exchange (LMX) Theory
Leaders create in-groups and outgroups, and subordinates with in-group
status will have higher performance
ratings, less turnover, and greater job
satisfaction.

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

17

Leader-Member Exchange Theory

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

18

The Path-Goal Theory

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

19

Leadership styles
Autocratic Management Style
Democratic Management Style
Bureaucratic Management Style
Laissez Faire Management style
Transactional Leadership
Transformational Leadership
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

20

Autocratic Management Style

an autocratic manager dictates orders to their
staff and makes decisions without any
consultation.
The leader likes to control the situation they are
in.
Decision are quick .
This type of management style can decrease
motivation and increase staff turnover
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

21

Authoritarian Leadership example:

Greatly criticized
Hitler was awarded Germany's
highest award for braver the
Iron Cross.
Asked physician Werner Haase to
recommend a reliable method of
suicide. Haase suggested
combining a dose of cyanide with
a gunshot to the head.

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

22

Bureaucratic Leadership

Managers by the book

Everything done according to

procedure or policy

A police officer not a leader

Enforces the rules

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

23

Paul Teutul Sr.

Run by father and son team of

Paul Teutul Sr. and Paul Teutul Jr.

Orange Country Choppers

makes theme and custom made
choppers

Makers of I-Robot bike, Black

Widow, fire bike, and many
more.

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

24

Democratic or participative style

A democratic manager delegates authority
to the staff, giving them responsibility to
complete the task.
Staff will complete the tasks using their
own work methods on time.
Employees are involved in decision
making giving them a sense motivating
individuals.
Increases job satisfaction by involving
employees or team members .
Slow decision making process.

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

Laissez Faire Management style

25

A laissez faire manager sets the tasks and gives

staff complete freedom to complete the task as
they see fit. leave it be.
It works for teams in which the individuals are
very experienced and skilled self-starters.
There is minimal involvement from the
manager.
The manager coaches or supply information if
required.
Benefits - staff are developed to take
responsibility .
Staff feel lost and not reach the goals set within
the time frame

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

26

Transactional and Transformational

Leadership
Transactional Leaders

Leaders who guide or motivate

their followers in the direction of
established goals by clarifying role
and task requirements.
Transformational Leaders

Leaders who provide individualized

consideration and intellectual
stimulation, and who possess
charisma.
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

Leader: specifies talks,

clarifies roles,
recognize ideas,
managers by
expectations
FOCUS: OUTCOMES

Leader: consultant,
coach, teacher
Empower individuals
Gives autonomy
Good listener
Model of integrity
FOCUS: VISION

27

Characteristics of Transactional
Leaders
Contingent
Reward:
Contracts
exchange of rewards for effort,
promises
rewards
for
good
performance,
recognizes
accomplishments.
Management by Exception: Watches
and searches for deviations from rules
and standards, takes corrective action.
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

Characteristics of Transformational Leaders

28

Idealized Influence: Provides vision and sense

of mission, instills pride, gains respect and
trust.
Inspiration: Communicates high expectations,
uses symbols to focus efforts, expresses
important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving.
Individualized Consideration: Gives personal
attention, treats each employee individually,
coaches, advises.
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

29

CONCLUSION:
Leaders leave a Legacy
I may be here for a short while, gone tomorrow into
oblivion or until the day that takes me away, but what
ever part I played; be remembered as part of Legacy of
sharing dreams and changing humanity for the better;
it is this legacy that never dies

Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Management

Motivation and
Performance Management

Define:

31

A great man is one who can

make a small man feel great,
and perform great.
Comes from movare, latin
word means to move
Stephen P. Robbines --- the
willingness to exert high levels
of effort towards organizational
goals, conditioned by the
efforts ability to satisfy some
individual needs.

MOtivation
Aireen Y. Clores, Asst. Prof. VSU-DCHM

Mgmt 101 Concepts & Dynamics in Managementi

Focus on motivation before exam

Goals
Many different ways to motivate employees.
People have preferences for different types of
motivation.
Link Motivation to leadership style
Link Motivation to organizational culture.

Performance
Performance = motivation X ability X situational
factors (leadership support, resources, peer
support, etc).
Attributions.
Ability is relatively fixed. Ability linked to wages.
Supervisors can work largely on motivation or
situational factors. In this class focus on
leadership support and peer support (teams).
Other classes resource (ex. MIS).

Focus on Motivation for now.

Motivation is important in
management
Basic job motivation. Most firms have average
workers. Exceptional firms motivate average
workers. (note some firms have high pay and
select talented employees).
Change efforts
Supervision is easier if people are trying.

Think of a time when you were

highly motivated

Describe the circumstances.

8-18

Intrinsic vs. Extrinsic Motivation

Intrinsic
Motivation
being driven by
positive feelings
associated with
doing well on a
task or job

McGraw-Hill

Extrinsic
Motivation
motivation
caused by the
desire to attain
specific
outcomes

2004 The McGraw-Hill Companies, Inc. All rights reserved.

8-19
Figure 8-6

A Model of Intrinsic Motivation

Opportunity
Rewards

From
Task
Activities

From
Task
Purpose

McGraw-Hill

Accomplishment
Rewards

Sense of
Choice

Sense of
Competence

Sense of
Meaningfulness

Sense of
Progress

2004 The McGraw-Hill Companies, Inc. All rights reserved.

Models of intrinsic motivation

How do they create meaning, choice,
competence, progress?

8-15
Figure 8-5

The Job Characteristics Model

Core
job
characteristics

Critical
psychological
state

Skill variety
Task identity
Task
significance
Autonomy

Experienced

Feedback
from
job

Knowledge of
the
actual results
of
the work
activities

meaningfulnes
s
of work
Experienced
responsibility
for outcomes
of the work

McGraw-Hill

1.
2.
3.

Moderators
Knowledge and skill
Growth need
strength
Context satisfaction

Outcomes

High
intrinsic
work
motivation
High growth
satisfaction
High
general job
satisfaction
High work
effectiveness

Advantages of intrinsic Motivation

Low cost

Persistence is high

Unleash employees for change.

Builds relationships internally and externally

Disadvantages

Control freaks nightmare

Strategic change is difficult.

Intrinsic Motivation

Often ignored in todays work environment.

Its what many of the best firms do! Very few average or below average
firms do not.

Not leadership per se but more organizational culture.

Leadership style needs to be supportive to create the culture.

Extrinsic Motivation

Many different approaches.

Debate highlighted these issues.

First, What can be used as

rewards

Punishments.

Equity approaches

Discussed earlier.

9-5
Figure 9-1

Negative and Positive Inequity

A. An Equitable
Situation
Other

Self

$2
1
hour
McGraw-Hill

= $2 per hour

$4
2
hours

= $2 per hour

2004 The McGraw-Hill Companies, Inc. All rights reserved.

Factors Considered When

Making
Equity Comparisons
Inputs
Time

Outcomes
Pay/bonuses

Education/training

Fringe benefits

Experience

Challenging
assignments

Past Performance Ability and

Skill

Time off with

pay/Job security
Recognition

Effort

McGraw-Hill

9-2
Table 9-1

Factors Considered When

Making
Equity Comparisons

9-3

Table 9-1 cont.

Inputs
Creativity

Seniority

Loyalty to organization

Age

McGraw-Hill

Outcomes
Career
advancement/promotio
ns
Status symbols

Pleasant/safe
working
environment
Opportunity for
personal
growth/developme
nt

9-9
Table 9-2

Since perceptual many ways to

manage

Methods
1) Person can increase his or
her inputs
2)

3)

4)

Person can attempt to

increase his
or her inputs
Person can attempt to
increase his or her
outcomes
Person can decrease his or
her outcomes

Examples
Work harder;
attend school or a
specialized
program
Dont work as
hard; take longer
breaks
Ask for a raise;
ask for a new
title;seek outside
intervention
Ask for less pay

Management

Perceived Justice is important to employee.

Some are more equity sensitive than others.

Depends.

Some questions. Debate if pay should be made public. What would

equity theory suggest?

 Susan is a single parent. She needs to come

in late to drop her kids at school. How do you
manage this? How could equity theory guide
your choices?
Can you be best friends or have intimate
relations with your one subordinate?
Here is a tough one. Which leadership style is
most equity sensitive? Least equity sensitive?

Expectancy theory is closely linked

to reward theory.
Assumes People will do what is most rewarding for
them.
So as students, choice to work and earn more money
or study.
Work for a course where all get As or course where full
range distribution.
Work in a course where can get an A or work in a
course where lucky to get B but unlikely to fail.

Employees make the same

choices.
What gets you ahead on your job. Playing golf
with your boss or doing a good job.
Your job is MIS systems. You are the nerd of all
nerds. Love programming and hate people.
Job requires meeting clients needs. Spend
more time programming or talking to clients?

 Effort

Performance

Outcomes

9-14

Vrooms Expectancy Theory

Expectancy belief that effort
leads to a specific level of
performance

Instrumentality a performance
outcome perception

Valence the value of a reward or

outcome

McGraw-Hill

2004 The McGraw-Hill Companies, Inc. All rights reserved.

Factors that Influence and

Employees Expectancy
Perceptions

9-15

Self-esteem
Self-efficacy
Previous success at the task
Help received from a
supervisor and subordinates
Information necessary to
complete the task
Good materials and equipment
to do work with

Factors that influence

Instrumentalities
Written statements/policies
Historical evidence.
Past perceptions from experiences of
self and others
Role ambiguity

Valences
Individual
differences.

Lets go back to Mary Martin

Using expectancy theory, what would
you do using expectancy theory.

Managerial implications
Make reward systems explicit and clear.
Make job standards explicit and clear.
Prepare people to succeed at job
standards.
Links to which leadership style.
Expectancies are supervisory based.
Instrumentalities can be supervisor or
organizational culture.

Prerequisites to Linking
Performance and Rewards

9-20

Managers should:

Develop and
communicate
performance standards

Give valid and accurate

performance ratings

Determine the relative

mix of individual vs.
team contribution to
performance and reward
accordingly

Use the performance

ratings to differentially
allocate rewards among
2004 The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill
employees

Motivation.conclusion
Different approaches
Choice based on beliefs about
employees, leadership style and
organizational culture.
All can be proven to be effective at
achieving different things.