|






 |

| 
 
 

It is important as an army leader that

you be able to motivate subordinates to
accomplish a physically challenging task
or perform a hazardous task that is
dangerous and life threatening.


 
vK 22-100 AR
LEADERSHIP
v K 22-101 LEADERSHIP COUNSELING
v STP 21-11- S
v AR 600-8-22 ILITAR
AWARDS
 

v IDENTIK
LEADERSHIP CO PETENCIES
v OTIVATION DEKINED
v IDENTIK
OTIVATION TECHNIUES
v IDENTIK
OTIVATION THEORIES
v GOAL SETTING
v IDENTIK
EUIT
/ EXPECTANC

OTIVATION THEORIES
v IDENTIK
JOB REDESIGN
 

LEADERSHIP CO PETENCIES
Soldier  j
Team j
j j
Development
  

Teaching j
Decision
Counseling aking

j  

Supervision  
jjj
 

  j
Communication  
CO UNICATIONS
SUPERVISION
 TEACHING AND COUNSELING

Leaders have a responsibility to develop

subordinates
SOLDIER TEA DEVELOP ENT
DECISION AKING
UESTIONS?
 |

 

v OTIVATION IS THE CAUSE OK

ACTION
v OTIVATION IS THE KORCE
WHICH ENERGIZES HU AN
BEHAVIOR
|

 
 

v SERVING AS THE ETHICAL STANDARD
BEARER
v DEVELOPING COHESIVE SOLDIER
TEA S
v REWARDING AND PUNISHING
v RECOGNIZE AND EET SUBORDINATE
NEEDS
v SERVE AS, AND DEVELOP POSITIVE
ROLE ODELS
 
 





p



 
  


 

  
 
 



 


 


 




  



 








   














. HOW WOULD
OU SERVE AS AN
ETHICAL STANDARD BEARER?

A. Be decent and honorable

. WHAT CAN HAPPEN IN SITUATIONS
WHERE THE LEADER DOES NOT
SERVE AS A POSITIVE ROLE ODEL?

A.Will lack confidence, self discipline, and

constantly avoid doing the right thing.
  

|
p



 
  


 

  
 
 



 


 


 




  



 








   














.WH
WOULD DEVELOPING COHESIVE
SOLDIER TEA S BE A OTIVATION
TECHNIUE?

A. Soldiers do not perform just for themselves. They

want to be part of a successful unit or team. Soldiers
in a cohesive soldier team are confident in their
equipment, buddies, leaders and training. Soldiers
tend to perform heroic actions but do so to keep
themselves and their buddies alive.
. WHAT ARE SO E THINGS WHICH
OU
CAN DO TO DEVELOP A COHESIVE
TEA ?

A. Train together; Develop a team; Give the team

an identity and Worth; Participate in sports
and social activities, etc.



|

p



 
  


 

  
 
 



 


 


 




  



 








   


















REWARD INDIVIDUAL AND TEA

BEHAVIOR THAT SUPPORTS UNIT
TASKS AND ISSIONS
  

 
|

 
v Set the example
v Establish clear goals and objectives
v Obtain recommendations from every
leader in the chain on rewards, schooling,
and awards
v Use the established awards system to the
maximum
  

 
|

  

v Create unit level certificates or awards
for individuals and/ or units
v Reward the desired behavior of an
individual or group promptly
v Present awards at a retreat, parade, or
some other appropriate unit ceremony
  

 
|

  

v Give verbal praise liberally
v Develop awards and ways of recognizing
the majority of your soldiers who
consistently meet or exceed the standard
v Promote those who work hard, study
hard, achieve standards, and influence
others to achieve unit standards
 |

PUNISH SOLDIERS WHO BEHAVE

IN A WA
THAT IS COUNTER TO
UNIT TASKS, ISSIONS, AND
STANDARDS
 



 
v Doing something wrong (example- failure
to render a proper hand salute)
v Why wrong (what regulation covers, K ,
AR, etc.)
v What could happen if he continues to
perform not to standard (Uniform Code
of ilitary Justice)
v Action documented on counseling form
 

 
|

 
v Give warnings about inappropriate
behavior
v Use verbal and written reprimands when
appropriate
v Ensure that every leader in the chain of
command is involved in the process of
judicial or non-judicial disciplinary
action
 

 
|

  

v Conduct reprimands, counseling, and
corrective action as privately and as
quickly as possible after an offense
v Direct the punishment or counseling at
the behavior, not the subordinate
v The subordinate must know the desired
behavior and be able to perform it
acceptably
. HOW CAN REWARDS BE USED KOR
OTIVATION?

A. Rewards make individuals more likely

to continue a desired behavior.
. HOW CAN PUNISH ENTS BE USED KOR
OTIVATION?

A. Punishment tends to make the individual

more likely to avoid the behavior in the future

 |




p



 
  


 

  
 
 



 


 


 




  



 








   














1. WHAT ARE THE KOUR BASIC NEEDS OK
A SOLDIER?

v AIL
v KOOD
v TI E OKK
v KINANCES

 
 

| 
p



 
  


 

  
 
 



 


 


 




  



 








   














 .WH
IS IT SO I PORTANT TO BE A
POSITIVE ROLE ODEL?

A. Subordinates observe, and want to look up

to leaders.

our action speak louder than your words.

UESTIONS?
 |

 



v The needs theories of motivation considered to

be the most popular

v The underlying concept of all needs approaches

is that a need that is unsatisfied creates a state
of internal disequilibrium which is
uncomfortable for the individual. This
approach assumes that human beings
constantly seek a state of equilibrium.
 SELK ACTUALIZATION
SELK ESTEE
SOCIAL
SAKET
/SECURIT

PH
SIOLOGICAL

ASLOW¶S NEED HIERARCH

 PH
SIOLOGICAL NEEDS

KOOD, WATER, SHELTER,AIR

ASLOW¶S NEED HIERARCH

 SAKET
/SECURIT

KINANCIAL, HEALTH, PH
SICAL HAR , ETC.

ASLOW¶S NEED HIERARCH

 SOCIAL

KRIENDSHIP, AKKECTION, LOVE, ETC.

ASLOW¶S NEED HIERARCH

 SELK ESTE

DESIRE OK THE INDIVIDUAL TO HAVE A

STABLE ,HIGH EVALUATION OK HI SELK/
HERSELK AND THE RESPECT OK OTHERS

ASLOW¶S NEED HIERARCH

 SELK ACTUALIZATION

THE DESIRE TO ACHIEVE SELK KULKILL ENT,

DEVELOP ONE¶S POTENTIAL

ASLOW¶S NEED HIERARCH

 Self-Actualization
Growth
otivational Kactors
Self Esteem (Self)
Self-Esteem (Others)

Relatedness Social
aintenance Kactors

Security
Safety

Existence Physiological

ALDERKER ASLOW HERZBERG

CO PARISON OK ALDERKER, ASLOW AND

HERZBERG¶S THEORIES
UESTIONS?
  



mGoal setting is a process where leaders and

their subordinates jointly identify common
objectives, define subordinates¶ major areas of
responsibility in terms of the results expected,
through mutual agreement obtain the
subordinates¶ personal commitment, and use
these objectives as guides for operating the unit
and assessing the contribution of each of its
members.´
  







_ The goals are specific and require higher level

effort and performance
_ Subordinates and supervisors are committed to
the goals
_ The goals are legitimate for the organization
_ The goals are accompanied by concrete
feedback
_ The leadership does not see the goal setting
process as a loss of power
  






_ Situation 1:
our supervisor believes that
he/she should make all decisions.

_ Situation 2:
our organization serves as

the project office for the commander. It
is hard to predict what next project will
be and the office is constantly under time
pressure.
UESTIONS?
 

 
|

 



OWN 

OWN OUTCO ES OTHER¶S OUTCO ES


OWN INPUTS OTHER¶S INPUTS
 




 




_ 1. CHANGE INPUT
_ 2. CHANGE OUTPUT
_ 3. DISTORT INPUTS AND OUTCO ES
_ 4. CHANGE THE CO PARISON OTHER
_ 5. ACT ON THE CO PARISON OTHER
_ 6. UIT
UESTIONS?
 ‰ 

p



 
  


 

  
 
 



 


 


 




  



 








   















  

 
‰  

_ Remove controls but retain accountability

_ Increase individual¶s accountability
_ Provide a natural work unit
_ Granting additional authority
_ Provide worker progress reports
_ Introduce new and more difficult tasks
_ Assign specific or specialized tasks

‰ | 
_ SKILL VARIET

_ TASK IDENIT

_ TASK SIGNIKICANCE
_ AUTONO

_ KEEDBACK
UESTIONS?
 ||

_ LEADERSHIP CO PETENCIES
_ OTIVATION DEKINED
_ OTIVATION TECHNIUES
_ OTIVATION THEORIES
_ GOAL SETTING
_ EUIT
/ EPECTANC
OTIVATION
THEORIES
_ JOB REDESIGN
UESTIONS?
   

It is important as an army leader that

you be able to motivate subordinates to
accomplish a physically challenging task
or perform a hazardous task that is
dangerous and life threatening.