Recap

Motivation & I
Motivation & Others
Motivation & Workplace
Motivation & Leadership

© 2005 Prentice Hall Inc. PowerPoint Presentation

All rights reserved. by Charlie Cook
Comparison of Content Theories of Motivation

Needs Hierarchy ERG McClelland’s Motivator--Hygiene

Theory Theory Learned Needs Theory

Self- Need for

Actualization Achievement
Growth Motivators
Need for
Esteem
Power

Need for
Belongingness Relatedness
Affiliation

Safety Hygienes
Existence
Physiological

8-1
What really Motivates YOU?
Motivation Work-out (1)

1. What motivates me to want to do something?

Motivation Work-out (2)

1. What are your Goals in life?

Motivation Work-out (3)

1. What are the consequences if I failed to

graduate?

2. What would I get to enjoy when I graduate?

 Lecture 11 & 12

Leadership:
Are Leaders Born or
Make?
Adj Prof Dennis Tan

© 2005 Prentice Hall Inc. PowerPoint Presentation

All rights reserved. by Charlie Cook
 Learning Objectives

1. What is leadership, leading and managing?

2. Trait theory research
3. Behavioral styles theory
4. Fiedler’s contingency model
5. House’s revised path-goal theory
6. Laissez-faire, Transactional, and Transformational leadership
7. Transformational leadership transforms followers and work
groups.
8. Leader-Member Exchange Model and Shared leadership
Concept
9. Level 5 model of leadership and the principles of Servant
Leadership.
10. New Leadership Concepts
1-7
 Self Check 1

Are YO U a Leader ?

© 2005 Prentice Hall Inc. PowerPoint Presentation

All rights reserved. by Charlie Cook
 Self Check 2

How Do YO ?
U know

© 2005 Prentice Hall Inc. PowerPoint Presentation

All rights reserved. by Charlie Cook
 What is Leadership & Management?

Leadership
The ability to influence a
group of individuals to
achieve a common
goal.

Management
Use of authority
inherent in designated
formal rank to obtain
compliance from
organizational members.
© 2005 Prentice Hall Inc. All rights reserved. 11–11
 Key aspects of leadership
– Creating and communicating a vision
– Influencing others through use of power
– Motivating task behavior in pursuit of shared
objectives
– Establishing and maintaining group culture
– Empowering others
– Clarifying roles and niche in marketplace
– Making tough decisions with limited
information
1-12
 Table 16-2

Leaders and Managers

Leaders Managers
• Inspire & • Are Accountable
Motivate • Execute
• Manage People • Manage Resources
• Enhance the • Plan, organize,
Organization direct, control
• Create a Vision

Managers who are also leaders

1-13
 Basic Approaches
to Leadership

© 2005 Prentice Hall Inc. PowerPoint Presentation

All rights reserved. by Charlie Cook
 Table 16-1

Approaches to Studying Leadership

 Trait approaches
 Behavioral
approaches
 Contingency
approaches
 Transformational
Approaches
 Emerging
Approaches

1-15
 Trait Approach to Leadership
 “Great Man” approach
– Attempt to identify relatively
stable, enduring dispositional
attributes that leaders possess
 Leader Prototypes
– Mental representations of the
traits and behaviors possessed by
leaders
 Emotional Intelligence
– Ability to manage oneself and
one’s relationships in mature and
constructive ways.
1-16
 Table 16-3

Key Positive Leadership Traits

 Intelligence
 Self-confidence
 Determination
 Honesty/Integrity
 Sociability
 Extroversion
 Conscientiousness
 Problem solving skills

1-17
 Ineffective Leadership Traits

Incompetent
Rigid
Intemperate
Callous
Corrupt
Insular
Evil
1-18
 Practical Implication: Trait Theories

 Personal Implications
– Predispositions: Personality tests and other trait
assessments will reveal predispositions
– Development Plans: However, targeted plans
aimed at adapting and learning new behaviors can
be effective ways to develop leadership talent
 Organizational Implications:
– Use valid measures of job-related traits to select
employees
– Create management development programs

1-19
 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 subordinate’s ideas, and regard for their feelings.

© 2005 Prentice Hall Inc. All rights reserved. 11–20

Behavioral Styles Theory

Ohio State Studies

Employee-Centered

Low Consideration High Consideration

Behavior Behavior

Job-Centered

Low Initiating High Initiating

Structure Behavior Structure Behavior

1-21
 Figure 16-1

Four Leadership Styles

High Seeks input from Emphasizes reaching the
Showing Consideration

others before taking goal while welcoming

action; gets suggestions and
consensus encouraging consensus

Passive, Takes charge,

noncommittal, low structures employees
impact on followers tasks
Low
Low High
Initiating Structure
1-22
 Drucker’s Leadership Effectiveness
Tips
1. Determine what needs to be done.
2. Determine the right thing to do for the welfare of
the entire enterprise
3. Develop action plans
4. Take responsibility for decisions.
5. Take responsibility for communicating action
plans
6. Focus on opportunities rather than problems.
7. Run productive meetings
8. Think and say “we” rather than “I”.
9. Listen first, speak last.
1-23
 Behavioral Styles: Key Takeaways

 Challenged assumption that leaders

are born, not made
 Defined “leadership” in actual
behaviors
 There is no one best style of
leadership – depends on the
situation
 An “effective” leader behavior can
be misused and have negative
consequences for employees
1-24
 Trait and Behavioral Theories

• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be
taught.

© 2005 Prentice Hall Inc. All rights reserved. 11–25

 Contingency Approaches to
Leadership
 Effective traits and behaviors depend on the
situation
 Fiedler’s Contingency Theory
– Premise: There must be a match between the leader’s
style and the demands of the situation for the leader to
be effective.
– Assumption: Leadership style does not change. If a
mismatch occurs between style and the situation,
change the situation.
1-26
Fiedler’s Contingency Theory

Situation depends
on three variables:
1: Leader-Member
Relations
2: Task Structure
3: Position Power

1-27
 Your Experience

 Have you been in a situation where, as a

leader and the situational factors were
not in your favor? A=Yes, B=No
 If Yes, was it more practical to _________
in response to the situation
a. change the situation
b. change your behaviors
 Do you agree that leaders have one
dominant style? A=Yes, B=No

1-28
 Findings from Fiedler Model

E X H I B I T 11–2

© 2005 Prentice Hall Inc. All rights reserved. 11–29

 Representation of Fiedler’s Contingency
Model Figure 16-2

Situational High Control Situations Moderate Control Low

Control Situations Control
Situations

Leader- Good Good Good Good Poor Poor Poor Poor

member
relations

Task Structure High High Low Low High High Low Low

Position Power Strong Weak Strong Weak Strong Weak Strong Weak

Situation I II III IV V VI VII VIII

Optimal Relationship-
Task-motivated Task-
Leadership Motivated
Leadership Motivated
Style Leadership Leadership
1-30
 Fiedler’s Model: Key Takeaways

 Leadership effectiveness is comprised of:

– Traits,
– Behaviors, and
– Situational factors
 Organization implications
– Give some consideration to the situational context
when placing people in leadership roles
– Poor leadership in one context may not mean
poor leadership in a different situation
– Organization’s should provide training/mentoring
to increase leaders’ adaptability

1-31
 Figure 16-3

House’s Revised Path-Goal Theory

Employee
Characteristics
 Locus of control
 Task ability
Leader Behaviors  Need for achievement
 Path-goal clarifying  Experience Leadership
 Achievement oriented  Need for clarity Effectiveness
 Work facilitation  Employee motivation
 Supportive  Employee satisfaction
 Interaction facilitation  Employee performance
 Group oriented-  Leader acceptance
decision making  Work-unit performance
 Representation and Environmental
Factors
networking
 Task structure
 Value based
 Work group dynamics

1-32
 Path Goal: Key Takeaways

 Effective leaders possess and use more

than one style of leadership
– Managers should try new behaviors based
on situational demands
 Leaders should clarify paths to goal
accomplishment and remove obstacles
 Employee and environmental
characteristics impact the type of
leadership style that will be most effective

1-33
Transactional and Transformational Leadership

Transactional Leaders
• Logical (Head)
Leaders who guide or • Impersonal
motivate their followers in • Appeals to what
the direction of established followers want
goals by clarifying role and (Rewards)

task requirements.

Transformational Leaders • Inspiration (Heart)

Leaders who provide
individualized consideration
and intellectual stimulation so
as to achieve organizational
goals over self interests.
• Charisma
• Appeals to followers’
Values, Self Beliefs and
Self Concepts
 Transformational Model of
Figure 16-4

Leadership
Ind. & Org. Leader Effects on followers Outcomes
characteristics behavior and work groups

 Increased intrinsic  Personal

 Traits  Inspirational
motivation, commitment to
motivation
 Life achievement leader and vision
Experiences  Idealized orientation, and
goal
influence
 Organizational pursuit
Culture  Individualized
consideration  Increased  Self-sacrificial
identification with behavior
 Intellectual the leader
stimulation

 Increased  Organizational
cohesion among commitment
workgroup
members

1-35
 Transformational Leaders

Vision Statements
 Walt Disney, Walt Disney, Co.
– Provide wholesome, high-quality
entertainment to families throughout the
world
 Herb Kelleher, Southwest Airlines
– To provide excellent service and great value
to the flying public
 Mary Kay Ash, Mary Kay Cosmetics
– To enhance the self-esteem of women by
building their financial independence while
providing quality cosmetics.
1-36
 The Leader-Member Exchange
(LMX Model)
 Assumption: Leaders do not treat all
employees in the same way – it is based
on their one-on-one relationship.
– In-group exchange: a partnership
characterized by mutual trust, respect and
liking
– Out-group exchange: a partnership
characterized by a
lack of mutual trust, respect and liking

1-37
 Table 16-6

Shared Leadership

1-38
Servant Leadership
 Servant Leadership
focuses on increased
service to others rather
than to oneself

1-39
 Table 16-7

Servant Leadership Characteristics

Servant-Leadership Description
Characteristics
1) Listening Focus on listening to identify and
clarify the needs and desires of
the group
2) Empathy Try to empathize with others’
feelings and emotions
3) Healing Strive to make themselves and
others whole in the face of failure
or suffering
4) Awareness Very self-aware of their strengths
and limitations
5) Persuasion Rely on persuasion when making
decisions and trying to influence
others
1-40
 Table 16-7

Servant Leadership Characteristics

Servant-Leadership Description
Characteristics
6) Conceptualization Seek the appropriate balance
between a short-term, day-to-day
focus, and a long-term,
conceptual orientation
7) Foresight Have ability to foresee future
outcomes associated with a
current course of action or
situation
8) Stewardship Assume they are stewards of the
people and resources they
manage

1-41
 Table 16-7

Servant Leadership Characteristics

Servant-Leadership Description
Characteristics

9) Commitment to the Committed to people beyond their

growth of people immediate work role

10) Building community Strive to create a sense of

community both within and
outside the work organization

1-42
The Level 5 Hierarchy
Figure 16-2

Level 5: Level 5 Executive

Builds enduring greatness through a paradoxical combination of

personal humility plus professional will
Level 4: Effective Leader

Catalyzes commitment to and vigorous pursuit of a clear and

compelling vision; stimulates the group to high performance
standards
Level 3: Competent Manager

Organizes people and resources toward the effective and

efficient pursuit of predetermined objectives
Level 2: Contributing Team Member

Contributes to the achievement of group objectives; works

effectively with others in a group setting
Level 1: Highly Capable Individual

Makes productive contributions through talent, knowledge,

skills, and good work habits 1-43
Traits Displayed by the Level Five
Leader
Personal Humility
Demonstrates a compelling modesty,
shunning public adulation; never
boastful
Acts with quiet, calm determination;
relies principally on inspired standards, resolve to do whatever must be
not inspiring charisma, to motivate
Channels ambition into the company,
not the self; sets up successors for
even more greatness in the next
generation
Looks in the mirror, not out the
window to apportion responsibility for
poor results, never blaming other
people, external factors, or bad luck
McGraw-Hill
Professional Will
Creates superb results, a clear
catalyst in the transition from
good to great
Demonstrates an unwavering
done to produce the best long-
term results, no matter how
difficult
Sets the standard of building an
enduring great company; will
settle for nothing less
Looks out the window, not in the
mirror, to apportion credit for the
success of the company—to other
people, external factors and good
luck
1-44
 Ethical Leadership

Actions:
• Work to positively change the
attitudes and behaviors of
employees.
• Engage in socially constructive
behaviors.
• Do not abuse power or use
improper means to attain goals.

© 2005 Prentice Hall Inc. All rights reserved. 11–45

Benefits of Passion
 Attracting
employees and
customers
 Loyalty
 Direction and Focus
 Energy
 Heightened
Performance
 Unity
 Critical Edge
1-46
 A Conceptual Framework for
Understanding Leadership

Leader
Managerial Desired End
Characteristics/
Behavior/Roles Result
Traits

Situational
Variables:
Individual &
Organizational
Levels
1-47
 Top 20 U.S. Companies for Leaders
1. 3M Co.
2. General Electric Co.
3. Johnson & Johnson
4. Dell Inc.
5. Liz Claiborne, Inc.
6. IBM
7. The Procter & Gamble Co.
8. General Mills Inc.
9. Medtronic Inc.
10. American Express Co.
11. Capital One Financial
Corp.
12. Whirlpool Corp.
13. Colgate-Palmolive Co.
14. Pitney Bowes Inc.
15. Pfizer Inc.
16. FedEX Corp.
17. Washington Group
International, Inc.
18. The Home Depot, Inc.
19. Avery Dennison Corp
20. Sonoco Products Co.
1-48
 Leadership Development Activities
 85% hold leaders accountable for developing
their direct reports, compared to 46% of other
companies
 53% earmark 6-15% of incentive pay for
leadership development, vs. 34% of other
companies
 95% of these companies say their leadership
initiatives attract quality leaders, compared to
59% of other companies
 95% have a CEO succession plan; less than 60%
of other companies have one
 85% promoted their current CEO from within, vs.
68% of other companies
1-49
 Learning Objectives

1. What is leadership, leading and managing?

2. Trait theory research
3. Behavioral styles theory
4. Fiedler’s contingency model
5. House’s revised path-goal theory
6. Laissez-faire, Transactional, and Transformational leadership
7. Transformational leadership transforms followers and work
groups.
8. Leader-Member Exchange Model and Shared leadership
Concept
9. Level 5 model of leadership and the principles of Servant
Leadership.
10. New Leadership Concepts
1-50
 Conclusion

Clarifications

© 2005 Prentice Hall Inc. PowerPoint Presentation

All rights reserved. by Charlie Cook
Source: DILBERT reprinted by permission of United Features Syndicate, Inc.