Motivation & Leadership. Section #1: Motivation

Transcription

1 Motivation & Leadership Section #1: Motivation 1

2 S1 Learning Targets 1. I can explain the meaning of motivation 2. I can describe the various theories of motivation. 3. I can explain how expectations affect motivation. 4. I can describe how managers use positive & negative reinforcement to motivate employees. 5. I can explain how managers use the theories of motivation 2

3 Motivation Factors that give people a reason to act. Concerned with three sets of issues: a. What makes people act. b. Why people try to achieve particular goals. c. What makes individuals stick with their goals. 3

4 Theories of Motivation 1. Maslow s Hierarchy of Needs 2. Herzberg s Motivation-Maintenance Model 3. McClelland s Achievement-Power-Affiliation Approach 4. Expectancy Theory 5. Reinforcement Theory 4 1. Most people seek to meet lower-level needs before they address higher-level needs. 2. People are motivated by two sets of factors: a. motivators or job content factors. 3. People are motivated by 3 needs: achievement, affiliation, & power. 4. Motivation depends on employees beliefs about how effort and performance affect outcomes.

5 Types of reinforcement theory Positive Reinforcement Involves rewarding people who engage in behavior that the manager wishes to encourage. Negative Reinforcement Involves punishing or reprimanding people who engage in behavior that the manager hopes to discourage. 5

6 S2 Learning Targets 1. I can explain the difference between power, authority, & leadership. 2. I can identify three types of leadership styles. 3. I can explain what leadership styles managers need to master. 6

7 Distinguishing between power & authority Power Ability you have to make other people act in certain ways. Sources of power: Rewards Ability to punish Legitimate Power Expert Power Personality Power 7

8 Authority Right to issue directives & expend resources. Power & Authority are often related. Sometimes people with power have no actual authority. 8

9 Leadership Ability to influence people. Understanding what makes a good leader can make any manager stronger. Leaders use their power to guide other people s behavior 9 3. To be effective, leaders must have a vision for the future, develop strategies for achieving that vision, and motivate employees to implement them.

10 Universal vs. Contingent Approach to Leadership Universal Assumes there is one way to lead, regardless of the circumstances. Contingent Assumes that the best approach to leadership depends on the situation. 10

11 Trait Theory Focus on what a leader is really like rather than what they did. Personality traits, social traits, and even physical characteristics are examined to determine good leadership 11

12 Qualities most often associated with excellent leaders loyalty courage stamina empathy decisiveness timing competitiveness self-confidence accountability charisma 12

13 Styles of Leadership Autocratic Leadership Leaders who do not listen to other people but make all the decisions themselves. Laissez-Faire Leadership Hands off...choose not to lead Lack confidence in their abilities Effects - low productivity, poor quality Democratic Leadership Listens to other people s opinions & encourages the exchange of ideas Helps develop a feeling of responsibility among group members these leaders make most decisions alone because they have little trust in the people they work with.

14 Developing Good Leadership Skills 1. Plan 2. Become a teacher 3. Delegate 4. Encourage independent thinking 5. Build a team 6. Set an example 7. Share credit with subordinates Must have a good sense of what their depts are trying to achieve. 2. Help employees learn good problem-solving techniques. 3. Surround yourself with people you can trust. 4. Encourage subordinates to come to you with problems & solutions. Help them think through the solutions. 5. Inspire confidence in team members and encourage others to contribute 6. Be respectful, listen to other people s views, meet deadlines, etc. 7. Good leaders accept full responsibility when things go wrong and share credit with others when things go right.